Too often, today's managers are sold simple solutions to complex problems. But as many soon discover, simplicity is rarely effective in the face of complexity, change and diversity. Despite apparent promise, quick-fix panaceas fail because they are not holistic or creative enough. They focus on parts of the organization rather than the whole, take little account of interaction, and pander to the notion that there is one best solution in all circumstances. As instances of such failure escalate, intelligent managers are increasingly seeking to improve results through Systems Thinking.
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