A Theory and Practice Systems of "Systems Thinking": With an Executive's Story of the Power of "Developmental" and "Evolutionary" Systems Thinking
(Published in Conference Proceedings for 2004 International Conference on Systems Thinking for Management)
We now recognize and study different types of systems, but for the most part fail to see the relationship between these systems- that in fact they form a system and each, based on its unique potential and nature, has a particular role to play within the larger system. The typology offered here presents a "system of systems thinking", the underlying structure of which is a nested hierarchy of increasing orders of complexity and richness. Each level offers a different order of capability to manage diverse and complex dynamics with distinctive design and managing implications for how to organize at that level. As a hierarchy of value (vs. power), each level has its own richness and value in itself that is subsumed into higher levels as one moves up the hierarchy. In turn, each level provides a value context for lower levels when working down the hierarchy. This hierarchy adds two levels beyond  those presented in most discussions on system thinking. 23 pgs
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Acknowledgement
"Seventh Generation’s work with Carol Sanford made me a better values-based leader."
-Jeffrey Hollender, Co-Founder,
Seventh Generation,
Author,
The Responsibility Revolution
with Bill Breen
"Carol is a very early thought leader, way beyond the pack. She has an exceedingly high level of intelligence for working on very complex subjects, with workable approaches. I have engaged with this work for decades in several successful ventures."
-Pravin Jain, Serial Entrepreneur,
CEO & Founder, Synergen Energy