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| Version | User | Scope of changes |
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| Aug 21 2009, 5:24 AM EDT (current) | chachabooth | 10 words added |
| Aug 21 2009, 5:09 AM EDT | chachabooth | 69 words added, 6 words deleted |
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Systems thinking has been extensively used in organisational development - especially in the business domain - in recent years. Its basic premise is that systems - that are everywhere - can only be understood through exploring the interactions among its parts. Systems thinking highlights the world's complexity and rejects the idea of linear cause and effect relationships. This makes it highly relevant for creating understanding about conflict. Systems thinking is also action-oriented and sees its purpose in identifying leverage points for change. Systems thinking is like a new language and therefore this section will start with an introduction to systems thinking, describing key tools such as causal loop and stock and flow diagrams, before asking how the discipline should be applied to conflict analysis.
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Systems thinking uses a number of tools in order to undertstand how systems work. Here, the most important are introduced and more references are given.
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