In today’s social and economic environment, the nature of work has become increasingly complex. In
a recent survey with some of the CEOs of the Forbes top-100 companies in the USA it was found
that most company’s top executives generally believe they now operate in a substantially more
volatile, uncertain and complex world and have to deal with increasingly interconnected economies,
enterprises, societies and governments.
The content of this module draws on the world-class expertise of the Business School in introducing
students to systems approaches and their application in multicultural and complex global business
environments. The systems approach offers a set of theoretically grounded and proven
methodologies that help to improve decision-making under uncertain context, where decisions are
not straight forward.
Throughout this module there will be a focus on developing sustainable and responsible
management practices, a key factor for the business leaders of tomorrow.
1.Key contacts
Module leader:
• Roberto Palacios-Rodriguez
• e-mail: R.Palacios-Rodriguez@hull.ac.uk
• Office: Nidd Building – Room 119
2.Using your University email address
The Business School sends ALL formal communication with students to their University email
accounts. Any of the staff listed above may try and contact you via your University email address. As
a result all students should check their University email address on a regular basis.
Failure to do so will mean you miss out on important information.
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- Teaching sessions
Date Time Location Topic Content Reading
January 31 13:00 FB-LD Module introduction Module introduction, evaluation, structure.
The origins of Systems thinking. Ch. 1-4
February 2 12:00 A.L.T. Systems Thinking Systems thinking: increasing our
understanding Ch. 8
February 7 13:00 FB-LD Systemic
perspectives
Complex adaptive systems and the Five
systemic perspectives. Ch. 5-7
February 9 12:00 A.L.T. Interrelationships
perspective Systems dynamics Ch. 11
February 11
11:00 DER-LT1
The five systemic perspectives (machine, organism, etc.)
12:00 DER-SR1
13:00 DER SR-3
15:00 BJL TR6
February 14 13:00 Online Interrelationships
perspective SD in action and Critique Ch. 11
February 16 12:00 Online
Machine perspective OR and Systems Engineering Ch. 9
February 21 13:00 Online
February 23 12:00 Online
People’s perspective Game theory: accommodating multiple
interests February 28 13:00 FB-LD
March 2 12:00 A.L.T. Organism
perspective
The principles of VSD and the Viable
Systems Model Ch. 13
March 7 13:00 FB-LD
March 9 12:00 A.L.T. People’s perspective Systems Assumption Surfacing and Testing Ch. 14
March 11
11:00 DER-LT1
The logic and inner workings of System Dynamics
12:00 DER-SR1
13:00 DER SR-3
15:00 BJL TR6
March 14 13:00 Online People’s perspective Systems Assumption Surfacing and Testing Ch. 14
March 16 12:00 Online
People’s perspective Interactive Planning philosophy and
methodology Ch. 15
March 21 13:00 FB-LD
March 23 12:00 A.L.T. People’s perspective The Soft Systems Methodology Ch. 16
March 25
11:00 DER-LT1
The stock and flow diagrams
12:00 DER-SR1
13:00 DER SR-3
15:00 BJL TR6
March 28 13:00 FB-LD
People’s perspective
The Soft Systems Methodology Ch. 16
March 30 12:00 A.L.T. The Re-organization Methodology
April 1 11:00 DER-LT1 Creating models and scenarios
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12:00 DER-SR1
13:00 DER SR-3
15:00 BJL TR6
April 6 12:00 Online
Societal/environmental
perspective
CSH principles and Ulrich’s Boundary
judgment Ch. 18
April 25 13:00 FB-LD
April 27 12:00 A.L.T. Critical Systems Thinking in practice
April 29
11:00 DER-LT1
Module assignments: Q&A
12:00 DER-SR1
13:00 DER SR-3
15:00 BJL TR6
May 2 13:00 FB-LD Problem Solving Systems thinking, systems practice Ch. 21
4.Coursework submission – dates and times
The table below provides details of the final date and time by which work must be submitted.
Students may hand in work at any time prior to these deadlines, and are encouraged not to wait until
the final deadline.
Date Time Topic/Title Location
May 18th, 2022 16:00 Individual work: Case Study. CANVAS
May 25th, 2022 16:00 Individual assignment: System dynamics analysis of
one grand-challenge (e.g. poverty, pollution, migration).
CANVAS - Assessment task and assessment criteria for coursework
The module is assessed by two elements:
a) Individual work to solve the case study defined (50%).
b) Individual essay of one grand challenge through the System Dynamics
methodology (50%).
a. Case study:
Based on the “DDS Case Study”, you are asked to present a report containing the following
elements:
a) A brief description of the company’s current situation.
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b) The systemic analysis of the problem context the company is in, using the different
“systemic perspectives”.
c) An analysis of the interrelationships among the different situations the company
faces and the identification of the form of complexity, better representing the
problem context the company is in.
d) For the problem under focus identify the leading and supporting system-based
methodologies you would use to increase your understanding of the situation as
explained in the case study. Justify your choices.
e) Based on the system methodologies selected identify five to seven ideas you
consider relevant in order to improve the problem context as highlighted by the
chosen methodologies
Point b above requires you to identify the different issues associated with the problem
context through the different lenses of the different systemic perspectives.
Considering the form of complexity we face in a given situation is defined by the intensity
and frequency of the interactions among the system’s constituent elements, functions and
purposes; for point c above define what form of complexity is that the company face. For
that purpose the use of a rich-picture or a causal-loop diagram will be a good idea. Attached
these, or any other, diagrams in the appendix of your report.
In point d you are asked to identify the methodologies you would select to make sense of
the problem context. It is true that in point c, if you made use of a rich picture or a causal loop diagram, you have use already either Checkland’s SSM or a System Dynamics tool,
but for this point explain what benefit your selected methodologies, can produce to help the
analyst make sense of such complex context.
Finally, in point e you are asked to identify some ideas that could improve the situation the
company of the case study is in. The number of five suggestions/ideas is the minimum,
seven a good option. But more important than the number is the relationship the ideas have
with the systems-based methodologies chosen.
For guidance about the presentation of the report use the “Evaluation rubric for case study analysis”.
b. Individual project using System Dynamics Modelling:
The media often reports on a range of grand challenges that are complex in nature and
have significant social, political, environmental and economic effects. Some
examples of grand challenges are:
• poverty and inequality
• climate change
• pollution
• drug trafficking
• modern slavery
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• forced immigration
• draught
• prejudice and intolerance.
Your task: Write an essay (2250 words excluding tables, figures and appendices) in
which you present a system dynamics analysis of one grand challenge of your choice.
To analysis needs to include the following elements: - Introduce the essay and the grand challenge that you have chosen to address.
Present some descriptive statistics in order to establish the critical importance of the
problem chosen. No reference previous to 2017 is accepted1. - Create a causal-loop diagram OF YOUR OWN. The model should contain no less
than 20 variables. Balancing and reinforcing loops should be clearly indicated and
the value – positive or negative – of every single connector has to be stated. - Present an explanation of the grand challenge based in the model you have
developed. You do NOT need to go through every single relationship in the model,
but to identify how the problem structure conditions / limits / determines the
behavior of the problem under scrutiny.
Assume you are explaining to a non-expert audience what the problem context is,
how it is possible to make sense of such a complex situation and why some of the
commonly acceptable “solutions” are short lived or do not solve the root-causes of
the problem. - Based in your model identify at least two solutions or course of action
(leverage variables) which, you believe will help to improve the effects of the gran
challenge. Make sure you establish if the suggested strategies differs / coincides
with existing actions and measures currently in place to take the problem. - Once you have completed the analysis you need to critically evaluate the System
Dynamics methodology as a suitable strategy / tool at revealing insights and
informing actions in complex problem situations.
Make sure you use proper referencing technique (see the University of Hull library resources for that
purpose: https://libguides.hull.ac.uk/referencing) and include a reference list of all sources cited.
6.Coursework submission – procedure
e Submission is the approved method for your HUBS program of study. You must hand in your
assessed Assignment(s), using the CANVAS system. Submission of a printed copy is NOT allowed.
You should submit via the Assignments menu item on the relevant module CANVAS site.
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There are special versions of the Coursework Coversheet which you must use if you are making a
group submission or if you have a disability (which has been recognized formally by the University).
These are also available from the ‘Making an Electronic Coursework Submission’ folder of the Files
section on the Program support CANVAS site.
You must complete the first page of the Coversheet accurately and in full. If you make a mistake this
could result in you not getting credit for your work.
When you submit your assignments they are stored electronically and submitted automatically to the
Turn it in system. The uses of the Turn it in system will be explained to you and details are available
from the HUBS Turnitin2 CANVAS site.
If you are unfamiliar with e Submission you are advised to consult your program CANVAS site and
work through the “Making an e Submission Guide”. The guide will show you how to use the system
and is set up to help you to practice submitting assignments in advance of the ‘real’ assignment
submissions. This allows you to see how the Turn it in system works.
You are strongly advised to make your electronic submission well ahead of the deadline (we suggest
a minimum of 3 hours) to ensure that you have time to produce the required documentation. Failure
to make effective use of the e Submission system will not be accepted as grounds for an extension,
or mitigation.
Assignments must be submitted by the date and time stipulated. Deadlines will be strictly adhered
to. Students submitting late, and who do not have mitigating circumstances approved by the
Mitigating Circumstances Panel, will be subject to penalties for late submission specified by the
University. Please note that Saturday and Sunday are treated as “working days” for the purposes of
the late submission policy.
If a mark of less than the pass mark is received on an assessment element then you should wait for
the decision of the relevant module board which will inform you of your next step.
7.Module specification
RATIONALE:
In today’s social and economic environment, the nature of work has become increasingly complex. In
a recent survey with some of the CEOs of the Forbes top-100 companies in the USA it was found
that most company’s top executives generally believe they now operate in a substantially more
volatile, uncertain and complex world and have to deal with increasingly interconnected economies,
enterprises, societies and governments. These CEOs also reported serious doubts about their
abilities to manage the challenges and opportunities arising from such rapidly escalating complexity.
The content of this module draws on the world-class expertise of the Business School in introducing
students to systems approaches and their application in multicultural and complex global business
environments. The systems approach offers a set of theoretically grounded and proven
8/9 Hull University Business School
Module Handbook
methodologies that help to improve decision-making under uncertain context, where decisions are
not straight forward.
Throughout this module there will be a focus on developing sustainable and responsible
management practices, a key factor for the business leaders of tomorrow.
AIMS AND DISTINCTIVE FEATURES:
This module is distinctive in focusing on an approach to systems that is critical in orientation. It
aims to provide:
• An overview of systems concepts and approaches, their different paradigmatic
assumptions and the systems thinking skills that they emphasize;
• An understanding of the strengths and weaknesses of different systems approaches in
the context of action research projects;
• Experience of applying a range of system methodologies.
• Develop the ability to understand and model a dynamic system.
• Create sensitivity analysis about alternative courses of action and to evaluate the impact
of “economic shock” to the system.
LEARNING OUTCOMES:
To be able to: - Demonstrate an understanding of key systems concepts and a range of systems
approaches; - Choose or design a systems methodology which is appropriate to the context of concern;
- Assess barriers and facilitating factors which might impact on how a particular systems
approach is employed in a given context of concern; - Apply the systems dynamics concept and modelling techniques.
- Evaluate the effects of the application of a particular systems approach. In order to model
and evaluate the impact of alternative decisions.
Alternative reassessment strategy:
Candidates failing this module will be reassessed on the basis of a 4,000-word individual
assignment.
Students permitted to defer assessment in the presentation may be set an alternative form of
assessment, at the next available assessment opportunity.
Arrangements for revision and private study:
It is expected that students will undertake private study based on guided reading and class
assignments throughout the duration of the module. Contact office hours will be provided. Should you
require a further meeting with any member of the academic team or module leader.
Module constraints:
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No pre/post-requisite requirements have been recorded for this module.
8.Reading and resources list
Main textbooks:
• Jackson, M.C. (2019), Critical Systems Thinking and the Management of
Complexity, Wiley.
Indicative reading:
M. C. Jackson, (2006) Creative holism: a critical systems approach to complex problem solving (vol.
23, pp 647-657) Systems Research and Behavioral Science
Russell Ackoff and Jamshid Gharajedaghi, 1996, “Reflections on Systems and their Models”,
Systems Research, Vol. 13, No. 1, pp. 13-23.
Jay Forrester, “Counter Intuitive Behavior of Social Systems”, Jay W. Forrester, “Counterintuitive
Behavior of Social Systems”, Technology Review, Vol. 73, No. 3, Jan. 1971, pp. 52-68 (can be
downloaded from: http://www.constitution.org/ps/cbss.htm)
Russel L. Ackoff, “Systems Thinking and Thinking Systems,” Systems Dynamics Review, Vol. 10,
No. 2-3, Summer-Fall 1994, pp. 175-188
Russell Ackoff, “The New Age,” Systems Practice, Vol. 8, No. 4, August 1995, pp. 359-360.
J.E. Wolstenholme, 2003, “Towards the definition and use of a core set of archetypical structures in
systems dynamics”, System Dynamics Review, Spring, Vol. 19. No. 1
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