Systems Thinking and Systems Practice

A Special Issue of Systems (ISSN 2079-8954).

Deadline for manuscript submissions: 30 September 2026 | Viewed by 2256

Editors


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Guest Editor
Business School, University of Hull, Hull HU6 7RX, UK
Interests: system dynamics; macroeconomics; history

E-Mail Website
Guest Editor
1. Centre for Systems Studies, University of Hull, Cottingham Rd, Hull HU6 7RX, UK
2. Department of Philosophy, University of Kent, Canterbury CT2 7NZ, UK
3. Centre for Philosophy of Epidemiology, Medicine and Public Health, University of Johannesburg, Corner Kingsway and University Road Auckland Park, Johannesburg 2092, South Africa
Interests: problem-structuring methods; viable systems model; soft systems methodology; philosophy of operational research; inquiring systems; systems ethics

Special Issue Information

Dear Colleagues,

The editors of Systems are delighted to extend this invitation to researchers, scholars, and practitioners to submit original contributions to our open call on the theme of “Systems Thinking and Systems Practice”. This is a genuinely exciting moment for the systems thinking community — an opportunity to bring rigorous, reflective, and innovative work to one of the field’s dedicated publication platforms, and to contribute to a growing body of knowledge that bridges theory and real-world application. We warmly welcome submissions from across the full breadth of systems inquiry, whether rooted in organisational practice, policy, engineering, social systems, or any domain where systemic approaches illuminate complexity and enable meaningful change.

As a theme, systems thinking and systems practice sits at the heart of what makes systems thinking so vital and distinctive as a discipline. It encompasses the methods, frameworks, interventions, and reflective processes through which systemic ideas are translated into action—and through which practitioners learn, adapt, and generate new knowledge in return. We are particularly interested in contributions that engage critically and creatively with this dynamic relationship between thinking and doing; in short, papers that challenge assumptions, surface emergent insights, or demonstrate the transformative potential of systemic approaches to address the complex challenges of our time.

Dr. Roberto Palacios Rodriguez
Dr. Graeme A. Forbes
Guest Editors

Manuscript Submission Information

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Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-anonymized peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Systems is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • systems practice
  • systems thinking
  • soft systems
  • problem solving
  • system consulting
  • system dynamics
  • organisational cybernetics
  • systemic intervention
  • systemic design
  • systemic innovation
  • critical systems
  • complex adaptive systems
  • systems multimethodology/metamethodology

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Published Papers (3 papers)

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Research

23 pages, 402 KB  
Article
Scientific Self-Management: A Critical Systems Response to Organisational Development Failure
by Petter Øgland and Gary Alan Evans
Systems 2026, 14(8), 1015; https://doi.org/10.3390/systems14081015 - 17 Aug 2026
Viewed by 434
Abstract
Approximately 70% of organisational development (OD) initiatives based on methodologies such as Total Quality Management (TQM), Business Process Reengineering (BPR), Lean, and Six Sigma are reported to fail. Critical Systems Thinking (CST) attributes many of these failures to poor implementation and inadequate attention [...] Read more.
Approximately 70% of organisational development (OD) initiatives based on methodologies such as Total Quality Management (TQM), Business Process Reengineering (BPR), Lean, and Six Sigma are reported to fail. Critical Systems Thinking (CST) attributes many of these failures to poor implementation and inadequate attention to organisational context, emphasising the need for critical awareness, political agency, and multimethodology. However, when OD work itself becomes a “bullshit job”, even CST’s principles may struggle to take hold. This paper develops Scientific Self-Management (SCSM), inspired by Community Operational Research (COR) and informed by Complex Adaptive Systems (CAS), as a bottom-up systems approach to such situations. A 42-month first-person action research study of a public-sector OD programme examines the practical feasibility of SCSM in a complex organisational setting. The study shows how bottom-up learning and self-directed engagement can restore meaning and generate local organisational improvements where conventional approaches struggle to gain traction, while also highlighting the political challenges of sustaining such initiatives over time. It contributes to the CST and COR literatures by extending systems practice to situations in which management is incompetent or hostile and organisational culture has become paralysed by pretence. The findings suggest that successful organisational development depends less on the choice of methodology than on creating organisational conditions that enable meaningful participation, learning, and continuous improvement. Full article
(This article belongs to the Special Issue Systems Thinking and Systems Practice)
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51 pages, 2904 KB  
Article
Invisible Progress in Entrepreneurial Ecosystems: Coordination Thresholds, Feedback Dominance, and the Structural Blind Spots of Policy Evaluation
by Enrique Díaz de León López and Roberto Palacios Rodríguez
Systems 2026, 14(7), 814; https://doi.org/10.3390/systems14070814 - 9 Jul 2026
Viewed by 360
Abstract
Output-based indicators in entrepreneurial ecosystem governance systematically misclassify pre-threshold structural progress as policy failure, because feedback dynamics produce no immediate output signal. This study examines how institutional coordination shapes those dynamics. Using system dynamics modelling, we construct a three-stock model (active startups, entrepreneurial [...] Read more.
Output-based indicators in entrepreneurial ecosystem governance systematically misclassify pre-threshold structural progress as policy failure, because feedback dynamics produce no immediate output signal. This study examines how institutional coordination shapes those dynamics. Using system dynamics modelling, we construct a three-stock model (active startups, entrepreneurial capabilities, and institutional support). Calibration is performed via structured expert elicitation using the Repertory Grid Technique (RGT), enabling institutionally grounded parameter estimation where comparable time-series data are unavailable. Three policy scenarios—fragmented support, financial intensification without coordination, and coordinated early intervention—are simulated for Mexico and the United Kingdom. Resource intensification alone yields only temporary gains when feedback structures remain fragmented. Coordinated intervention activates reinforcing feedback among all three stocks, enabling self-sustaining growth beyond a critical coordination threshold. The United Kingdom crosses this threshold earlier due to stronger baseline conditions; Mexico responds later but with larger proportional gains. The model provides a feedback-structural diagnostic that distinguishes pre-threshold structural assembly from genuine stagnation, with direct implications for the design of evaluation frameworks in fragile institutional contexts. RGT demonstrates potential as a calibration strategy for feedback models in data-sparse settings. Full article
(This article belongs to the Special Issue Systems Thinking and Systems Practice)
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28 pages, 1016 KB  
Article
Integrating Value Creation and Core Technology Infrastructure into Cybernetic Governance in Short Food Supply Chains: The Case of Queso Tenate in Mexico
by David Ernesto Salinas-Navarro, Eliseo Vilalta-Perdomo, Ana Gabriela Ramírez-Gutiérrez and Rosario Michel-Villarreal
Systems 2026, 14(6), 617; https://doi.org/10.3390/systems14060617 - 1 Jun 2026
Viewed by 720
Abstract
Short food supply chains (SFSCs) have gained attention as mechanisms for strengthening local food systems and enhancing producer value. However, many SFSCs involving traditional artisan dairy products struggle to remain viable in competitive markets characterised by industrial production and weak market positioning. This [...] Read more.
Short food supply chains (SFSCs) have gained attention as mechanisms for strengthening local food systems and enhancing producer value. However, many SFSCs involving traditional artisan dairy products struggle to remain viable in competitive markets characterised by industrial production and weak market positioning. This study examines the viability of the SFSC for queso tenate, a traditional artisan cheese from central Mexico, through a cybernetic perspective using the Viable System Model (VSM) and the Viplan method. Accordingly, an integrative framework is proposed that combines cybernetic organisational design with a value chain perspective and a core infrastructure of food technology practices. The SFSC is analysed through the focal enterprise as the primary coordination and integration point for production, coordination, control, intelligence, and governance functions. The analysis incorporates technical and managerial activities, including food technology practices, production operations, and market-related processes. Using the Viplan method, the study represents systemic functions within the SFSC. The results identify structural weaknesses affecting viability, including fragmented coordination, limited technological validation, and insufficient market differentiation. The findings suggest that the configuration of systemic functions, as defined by the VSM, may be associated with organisational conditions shaping system functioning in traditional artisan food systems. The proposed framework provides a structured basis for diagnosing areas where viability may be strengthened. Limitations are acknowledged regarding the conceptual approach, the single-case study design, and the generalisability of the results. Future research may extend this work by examining diverse traditional cheese supply chains, exploring viability across multiple recursion levels, strengthening core infrastructure and market development activities, and incorporating stakeholders’ perspectives within SFSCs. Full article
(This article belongs to the Special Issue Systems Thinking and Systems Practice)
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