In conclusion, Haridimos Tsoukas has fired a number of arrows at both Critical Systems Thinking and TSI. In this Research Note, I have argued that some miss the target, and some hit, but none score a bull's-eye. In particular, I have suggested that many of Tsoukas' theoretical criticisms have already been discussed in the Critical Systems literature, and the main issues have been dealt with. What is new, however, is his claim that, in order for our systems interventions to be useful, they must accept the “dominant rationalities” of management. In direct contrast with this I have asked, “useful in whose terms?” If we are in the business of transforming organizations, what better way is there to start than to challenge dominant rationalities and build alternatives?