This was a series of seminar presentations done in United Kingdom in July of 1995. It was first printed with an umbrella title of "Interactive Management" in the student manual titled “Fourth European School of Systems Sciences: Systems Thinking and Management Practice, University of Humberside, (Hull, U.K.) U.E.S. (European Systems Science Union) July 1995.” Later the title "Four Case Studies" was used in a U.S. version of the document when printed as a report for George Mason University's Institute of Public Policy and distributed from John's office. The Warfield Special Collection in George Mason University library has the U. S. version of the Four Case Studies manual. The U. S. version differs from the European version only in the titles and subtitles printed on sections and divider pages. Later, these four case studies from this student manual were combined with “Case 5-Mexican State of Guanajuato in 21st Century,” to become the Appendix to “A Philosophy of Design” an IASIS report issued December 1995.
The Four Case Studies Report deals with four different situations in which Interactive Management was used: Case 1, (Industrial) a problem concerning the design and manufacture of a fuel pump for a large piece of machinery used in farming. Case 2, (Educational) the curriculum problem of Ph.D. research in Public Policy at George Mason University, which includes parts of the earlier manuscript "Demands of Complexity on Higher Education" which was Chapter 11 of John's larger book manuscript "Time Out While We Change Drummers" (Part 2 of a book manuscript with overall title of Complexity and Drummers, I think that is the sequence!). Case 3, (Industrial) Automotive System Design, drawn from the analytical powertrain workshops held for Ford Motor Company. Case 4, (Government) Redesigning the U.S. Defense Acquisition System, based on workshops run by Henry Alberts at Defense Systems Management College, this article drawn from Henry's 1995 doctoral dissertation of the same title.
List of figures & tables :
Five Ventura or Idraw figures which must be printed separately. C:venturapopartch10f27.chp (Fig. in Case 1); c:venturacom&drumfig112.chp (Fig. in Case 2); c:venturacom&drumfig115.chp (Fig. in Case 2); c:idraw20com&drumfig114.idw (Fig. in Case 2); c:venturacom&drumfig103.chp (Fig. in Case 3).
The following tables were printed in the manuscript: TABLE 11.1 FACTORS, TESTS, AND CALCULATIONS; TABLE 11.2 PROBLEMS AND CLARIFICATIONS; TABLE 11.3 INDIVIDUAL VOTING RECORDS--TIPP CLASS; FIGURE 11.1 PARTICIPANT VOTING PATTERNS (illustrating Spreadthink [1]); FIGURE 11.3 MATRIX REPRESENTATION OF PROBLEMATIQUE; TABLE 11. 4. INTERPRETATION OF PROBLEMATIQUE VIA PROBLEM TYPES; TABLE 11.5 RANKINGS AND STATUS OF PROBLEMS BASED ON SCORING: Table 1 TMAW WORKSHOPS, Table 2 PROBLEM CATEGORIES WITHIN THE ACQUISITION PROCESS, Table 3 GENERIC PROBLEM AREAS AND PROBLEM CATEGORIES, Figure 1 RELATIONSHIP BETWEEN ACQUISITION PROBLEM GROUPS AND SUB-GROUPS , Figure 2 FUNCTIONS NECESSARY TO PROGRESS FROM IDEAS TO PROTOTYPE SYSTEMS, Figure 3 FUNCTIONS NECESSARY TO PROGRESS FROM PROTOTYPE SYSTEMS TO FULLY SUPPORTED SYSTEMS, Table 4 SKILLS REQUIRED FOR THE FUNCTIONAL ACQUISITION PROCESS , Figure 4 THE REDESIGNED ACQUISITION PROCESS, Table 5 PROBLEMS LEFT UNSOLVED BY A FUNCTIONALLY-DERIVED DESIGN ACQUISITION PROCESS.
r.w. circa 2000
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