The transition from simplicity to complexity does not require much. Think about reading, mathematics, spelling, language ability, and so on. Add just a few more words to a sentence, or another number or two in math, or a few letters to a word and the complexity of the world changes. Amazing right? People like simplicity but have found themselves in a highly complex world that is growing more complex every day. How is that possible? Eventually a few people will have a lot of personal power. Isn’t that what is happening in organizations today? Wait until tomorrow comes. —Ray Newkirk
A Generic Model of the Human Activity Systems that Engage in Computer Performance Evaluations Involving Two or More Vendors
Systems Management Institute Press · Mar 1, 1992
This work focuses on a topic that is vital to organizations that depend on complex information technologies. While providing a model for the evaluation of this technology, it frames critical issues that arise between management and technical professionals. Grounded in an U.S. information systems case study for building a theoretical model, the work examines how executive managers needed to depend upon technical professionals to conduct strategic tasks and assessments.
The work highlights how technocratic, engineering practices, and reductionistic assumptions influenced technical professionals in the formulation of their problem space, and, as a result how larger system and organizational issues were subsequently lost and ignored. The work presents an expansive view highlighted by several domains of literature: systems theory, computer performance evaluation, philosophy of science, organization development, and sociotechnical systems design.
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