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Journal of the Operational Research Society Volume 46, 1995 - Issue 2
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Theoretical Paper

Total Systems Intervention (TSI): A Reconstitution

Robert L. FloodHull UniversityUK
Pages 174-191 | Received 01 Oct 1993, Accepted 01 May 1994, Published online: 20 Dec 2017

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Mohammadreza Zolfagharian, A. Georges L. Romme & Bob Walrave. (2018) Why, when, and how to combine system dynamics with other methods: Towards an evidence-based framework. Journal of Simulation 12:2, pages 98-114.
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William M. Donaldson, Timothy D. Blackburn, Paul Blessner & Bill A. Olson. (2015) An Examination of the Role of Enterprise Architecture Frameworks in Enterprise Transformation. Journal of Enterprise Transformation 5:3, pages 218-240.
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José-Rodrigo Córdoba & Gerald Midgley. (2008) Beyond organisational agendas: using boundary critique to facilitate the inclusion of societal concerns in information systems planning. European Journal of Information Systems 17:2, pages 125-142.
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R Sachdeva, T Williams & J Quigley. (2007) Mixing methodologies to enhance the implementation of healthcare operational research. Journal of the Operational Research Society 58:2, pages 159-167.
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J-R Córdoba & G Midgley. (2006) Broadening the boundaries: an application of critical systems thinking to IS planning in Colombia. Journal of the Operational Research Society 57:9, pages 1064-1080.
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JenniferM. Wilby. (1996) A model for the critical review mode in TSI. World Futures 47:1, pages 37-52.
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Norma Romm. (1996) Inquiry‐and‐intervention in systems planning: Probing methodological rationalities. World Futures 47:1, pages 25-36.
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Raghav RajagopalanRaghav Rajagopalan. 2020. Immersive Systemic Knowing. Immersive Systemic Knowing 7 47 .
Mohammadreza Zolfagharian, Bob Walrave, Rob Raven & A. Georges L. Romme. (2019) Studying transitions: Past, present, and future. Research Policy 48:9, pages 103788.
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Carin Venter & Roelien Goede. (2018) A Report and Reflection on an Application of Critical Systems Practice to Improve a Business Intelligence System's Business Requirements. Systems Research and Behavioral Science 35:5, pages 548-563.
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Gerald Midgley, John D. Nicholson & Ross Brennan. (2017) Dealing with challenges to methodological pluralism: The paradigm problem, psychological resistance and cultural barriers. Industrial Marketing Management 62, pages 150-159.
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Yongmei Bentley, Guangming Cao & Brian Lehaney. (2012) The Application of Critical Systems Thinking to Enhance the Effectiveness of a University Information System. Systemic Practice and Action Research 26:5, pages 451-465.
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Harry Kogetsidis. (2013) Change Management. International Journal of Information Technologies and Systems Approach 6:2, pages 1-12.
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Rajneesh Chowdhury. (2011) Organizational Design and Firm‐Wide Collaboration: Retrospective Appreciation of a Change‐Led Consulting Intervention in India within a Systems Thinking Paradigm. Systems Research and Behavioral Science 29:4, pages 402-419.
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Jennifer M. Wilby. 2009. Handbook of Research on Information Technology Management and Clinical Data Administration in Healthcare. Handbook of Research on Information Technology Management and Clinical Data Administration in Healthcare 870 878 .
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Lance deHaven-Smith & Kenneth C. Jenne. (2006) Management by Inquiry: A Discursive Accountability System for Large Organizations. Public Administration Review 66:1, pages 64-76.
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Kurt Richardson. (2005) The hegemony of the physical sciences: an exploration in complexity thinking. Futures 37:7, pages 615-653.
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J.L. Foote, N.H. North & D.J. Houston. (2004) Towards a systemic understanding of a hospital waiting list. Journal of Health Organization and Management 18:3, pages 140-154.
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Tony Elliman & Graham Orange. (2003) Developing distributed design capabilities in the construction supply chain. Construction Innovation 3:1, pages 15-26.
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Brian Lehaney & Steve Clarke. 2002. Synergy Matters. Synergy Matters 379 384 .
Steve Clarke. 2001. Mixed-Mode Modelling: Mixing Methodologies For Organisational Intervention. Mixed-Mode Modelling: Mixing Methodologies For Organisational Intervention 1 18 .
Tony Elliman & Graham Orange. (2000) Electronic commerce to support construction design and supply‐chain management: a research note. International Journal of Physical Distribution & Logistics Management 30:3/4, pages 345-360.
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Guangming Cao, Steve Clarke & Brian Lehaney. (1999) Towards systemic management of diversity in organizational change. Strategic Change 8:4, pages 205-216.
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Steve Clarke & Brian Lehaney. 1998. Modelling for Added Value. Modelling for Added Value 103 115 .
Steve Clarke & Brian Lehaney. (1997) Total systems intervention and human inquiry: The search for a common ground. Systems Practice 10:5, pages 611-634.
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Alan Singer, Kenneth D. Bailey, G. A. Swanson, Harold G. Nelson & Neil Richardson. (1997) Book reviews. Systems Practice 10:3, pages 343-358.
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Gerald Midgley. (1997) Developing the methodology of TSI: From the oblique use of methods to creative design. Systems Practice 10:3, pages 305-319.
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Brian Lehaney & Steve Clarke. 1997. Systems for Sustainability. Systems for Sustainability 333 337 .
Robert L. Flood & Norma R. A. Romm. (1996) Plurality revisited: Diversity management and triple loop learning. Systems Practice 9:6, pages 587-603.
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Jennifer Wilby. (1996) Developing total systems intervention (TSI): The critical review mode. Systems Practice 9:3, pages 231-261.
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Robert L. Flood & Norma R. A. Romm. (1995) Enhancing the process of methodology choice in total systems intervention (TSI) and improving chances of tackling coercion. Systems Practice 8:4, pages 377-408.
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Robert L. Flood. (1995) An improved version of the process of total systems intervention (TSI). Systems Practice 8:3, pages 329-333.
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