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Systemic Thinking for Policy Making

The Potential of Systems Analysis for Addressing Global Policy Challenges in the 21st Century

image of Systemic Thinking for Policy Making

We live in a period of profound systemic change, and as in similar periods in the past, there is bound to be considerable instability and uncertainty before the new society and economy take shape. We have to identify actions that will shape change for the better, and help to build resilience to the inevitable shocks inherent in, and generated by, the complex system of systems constituted by the economy, society and the environment. These challenges require updating the way policies are devised and implemented, and developing more realistic tools and techniques to design those policies on the basis of appropriate data. In Systemic Thinking for Policy Making world experts from the OECD and International Institute for Applied Systems Analysis (IIASA) pool their expertise and experience to propose new approaches to analysing the interconnected trends and issues shaping today’s and tomorrow’s world. The authors argue that to tackle planetary emergencies linked to the environment, the economy and socio-political systems, we have to understand their systemic properties, such as tipping points, interconnectedness and resilience. They give the reader a precise introduction to the tools and techniques needed to do so, and offer hope that we can overcome the challenges the world is facing.

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Introducing Systems Thinking into Public Sector Institutions: Learning by Doing?

The need to overhaul systems thinking in public sector management is discussed. While systems thinking as the methodology behind purpose‑driven change could be used to accomplish missions, the public sector is not necessarily interested or ready to use it for that. Systems thinking inside the public sector is generally a ‘sense-making’ tool to make interconnectedness visible (usually with the help of outside experts) rather than a day-to-day practise that helps guide everyday action and decision-making. Even if policy makers as individuals are systems thinkers, it does not mean the policies they design are systemic; one needs institutions to support systems policymaking. OECD’s and IIASA’s work shows that public sector leaders face an uphill battle: there is little clarity on who should promote systems thinking in public organisations and who should assure their capacity.

English

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