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Towards Systemic Theories of Change: High‐Leverage Strategies for Managing Wicked Problems
     
  
  
刊名:
Design Management Journal
作者:
Ryan J. A. Murphy
(Memorial University of Newfoundland)
Peter Jones
(OCAD University)
刊号:
714B0195-1
ISSN:
1942-5074
出版年:
2021
年卷期:
2021, vol.16, no.1
页码:
49-65
总页数:
17
分类号:
C93
关键词:
leverage analysis
;
modelling
;
systemic design
;
wicked problems
参考中译:
语种:
en
文摘:
Design and design management are increasingly called to respond to the world’s complex, dynamic problems. Yet, no standards or methodology exists to help designers understand, model, and design solutions for complex wicked problems. Program theory and social innovation promote the use of theory of change models to develop linear pathways of outcomes to show how a change initiative will have its desired effects. However, critics of these models accuse them of being simplistic and reductively linear. Systems thinking models use influence maps and causal loop diagrams to create maps of systems that show their behaviour in their full, dynamic complexity. However, these diagrams are sometimes complicated, overwhelming to read and therefore impractical. In this paper, we combine these tools with a novel technique from systemic design called “leverage analysis” to help identify crucial features of a complex problem and help designers develop practical theories of systemic change.
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