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This is the fourth of a series of papers on the stages of critical systems practice. Critical systems practice is a multimethodology that seeks to employ the ideas of critical systems thinking to intervene in and improve complex real‐world 'messes'. It has four stages—Explore (the problem situation), Produce (an intervention strategy), Intervene (flexibly), and Check (on progress)—called to mind as EPIC. The aim is to set out where thinking has reached on the best way to carry out each of these stages and to invite comment on what more needs doing. This paper discusses the fourth stage, Check. During Check, decision makers, and other stakeholders, evaluate the intervention, reflect on what has happened with a view to improving future interventions, and discuss next steps. [ABSTRACT FROM AUTHOR]

Alexander Bogdanov (1873–1928) was a Russian social theorist and revolutionary activist whose 'universal organizational science', or Tektology, is increasingly being recognized as offering stronger foundations for the systems approach than the later 'general system theory' of Ludwig von Bertalanffy. Had his thinking not been suppressed by Stalin, the course of Soviet history might have been different. Stafford Beer (1926–2002) was a British management scientist and consultant who was a pioneer in the development of 'organizational cybernetics'. His best‐known engagement was with the government of Salvador Allende, in Chile, seeking to use his 'viable system model' to create a socialist society that did not rest on a command economy. This experiment was cut short by the Pinochet coup d'etat. I have found no evidence that Beer was familiar with the work of Bogdanov, and this makes the similarities in their thinking particularly striking. This paper explores the ideas they shared in common. The work of other writers who have drawn on the work of Bogdanov and Beer, in formulating contemporary visions of post‐capitalism, is highlighted. [ABSTRACT FROM AUTHOR]

The systems approach continues to lack agreed philosophical foundations. As a result, it has become fragmented and offers numerous different theories and methodologies. This proliferation of perspectives makes it difficult for those in other disciplines to interact with and learn from systems thinkers and vice versa. It also puts practitioners off. They are confused and find it hard to believe that the systems approach has the special capacity it claims for helping them succeed in the volatile, uncertain, complex, ambiguous world in which they have to act. This paper argues that the systems approach needs rebooting on the basis of the work of Bogdanov and the pragmatists if it is to realize its full theoretical and practical potential. This task is less daunting than may at first appear. The systems approach has, often without realizing it, taken forward the tradition of thought initiated by Bogdanov and the pragmatists. This is true whether in the guise of general systems theory, cybernetics, complexity theory or systems methodologies. There is a bright future for the systems approach if it self‐consciously embraces that philosophical tradition, further develops it and enhances its practice. A philosophically empowered systems approach, united in its aspirations, can play a leading role in improving life on our planet. [ABSTRACT FROM AUTHOR]

RESPONSE AND COMMENTS I am extremely grateful to those Chinese colleagues who have contributed to this special issue and engaged so positively with aspects of the western tradition of systems [...]

The emergence of critical systems thinking has allowed the transdiscipline of systems thinking to mature by setting out how the variety of systems methodologies available can be used together in a coherent manner to promote successful intervention in complex societal problem situations. Copyright [C] 2010 John Wiley & Sons, Ltd. Keywords systems theory; systems practice; soft systems thinking; critical systems thinking, INTRODUCTION This paper summarizes the argument of the author's keynote address prepared for the conference on 'The Philosophy of Systems Science and Social Development' at the South China Normal University, [...]

The 49th Annual Meeting of the International Society for the Systems Sciences had, as its theme, 'the potential impacts of systemics on society'. As my contribution to this, I want to discuss why I think a critical systems approach called 'creative holism' can help managers address complex problem situations. As is frequently stated, managers today face increasing complexity, change and diversity. Furthermore, the solutions they are offered to help them cope in this situation rarely seem to work. In this paper, it is argued that those solutions fail because they are not holistic or creative enough. The benefits to be gained from holism and creativity (in a systemic sense) are outlined, and a practical approach, 'creative holism', is specified which aims to better equip managers to deal with complex problem situations. If the argument is right then systemics has the potential to have both a significant and a beneficial impact upon society in the years to come. Keywords complexity; systems thinking; holism; creativity; critical systems thinking; creative holism, INTRODUCTION The paper begins with the argument that creative holism is necessary in the modern world. Managers are facing ever increasing complexity, change and diversity, and the solutions they have [...]