Abstract
AbstractThe principles that guide the practice of the author and the reasons for them are presented. These principles have been extracted from 40 years of applying the systems sciences to managerial problems in practitioner—client relationships. These principles focus on the role of the practitioner in encouraging and facilitating the development of the relevant stakeholders during an engagement. This is done primarily through participative idealized redesign of the system which has the problems being addressed. What the practitioner must bring to the design process, his or her personal relationships with the responsible decision maker, and ‘selling’ are among the other aspects of practice that are discussed.
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