A description of a new kind of flowchart, designed to incorporate not only events and activities but also decision and logic functions. DELTA charts can display a number of different options, as well as "loops" in project plans, at the research and development stage. A slightly modified version of this paper was later published in Battelle Monograph No. 1 “A Unified Systems Engineering Concept.”

This paper illustrates how self-interaction and cross-interaction matrices can be used to portray interactions among several sets that can be important in program planning. It is a precursor to the development of interpretive structural modeling, in that the unwieldiness of the matrices, the need for directionality in relations, the need for computer assistance in keeping track of the information, and the need for a more easily read graphical portrayal all became apparent in working with the various planning matrices.

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Contains parts of the theory needed for writing ISM software. Techniques are introduced which are applicable to machine construction of digraph maps. 

Contains part of the theory needed for writing Interpretive Structural Modeling software. The mathematical theory of how to eliminate overlap among concepts using Translatable Graphics, Structural Types, Problem Definitions, Block Representation of Sets, and Mapping Theory, can be helpful in replacing a set of overlapping goals with a set of relatively independent goals when constructing a usable planning or policy decision.

Contains part of the theory needed for writing ISM software. A description of a method for computer-assisted interpretation of graphical structural models, without requiring mathematical sophistication on the part of the working group using the model. 

Contains part of the theory needed for writing ISM software, giving techniques for correcting structural defects (e.g. non-regular hierarchical structures) when using Interpretive Structural Modeling. The paper was included as part of Warfield's GRAILS proposal (ADA Syntax Study and Recommendations: A Proposal to the Software Productivity Consortium, Part 1, and A Graphically-Integrated Language System: A Proposal to the Software Consortium, Part 2), as an appendix.

ABSTRACT: A mathematical basis is presented for possible use in evaluating more accurately the various elements which must be considered in group decision-making. The term "dimensionality" is given a new meaning, describing the limits of inter-relationship between the elements. The triangular "quad" figure is introduced as a method of graphic portrayal of hierarchically related element. Presented at IEEE International Conference on Systems, Man & Cybernetics, 14-17 October 1986, Atlanta, Georgia. See also, “Dimensionality.”

Building on Charles S. Peirce's ideas on symbolic logic and the organization of human knowledge, this is a presentation of a model of information-gathering and processing which will reliably and incrementally increase humanity's storehouse of accurate, usable scientific knowledge. In part, this paper is a protest against current enshrinement of the superficial and insufficient 'artificial intelligence', (a widely utilized methodology which is said to be superficial and insufficient for human needs). Includes discussion of the “Cosmic Partition,” which he introduced at the 1985 SGSR Annual meeting in Los Angeles in his paper "On the Choice of Frames for Systems Studies." 

Discussion of a model exchange strategy in the domain of complexity. The abstract states that the “overall effectiveness must take into account factors that are not well-treated exclusively by matrix models. Some of the other types that (also) have limited but valuable utility include: algebraic models, prose models, various ill-defined graphical models (often understood only by very small practitioner sets) and prose-graphic structural models.” Originally presented 28 September 1999 at the MIT Design Structure Matrix (DSM) Workshop, Presentation, Sloan School, Cambridge, MA. See also,"MIT Design Structure Matrix Workshop Program."

Likely part of an intended book manuscript. Discusses Warfield’s economic research and the ways in which Interpretive Structural Modeling could assist international organizations operate more effectively. See also, “Principal Subsystems (Dimensions) and Legacy Organizational Structures.”

This is a short, fully annotated list of works by 33 authors whose writings contribute to essential knowledge needed to understand and take advantage of the Warfield program for dealing with complexity. This paper was used as a handout to accompany a talk Warfield gave to the AAAS Fellows meeting (American Association for the Advancement of Science) in Washington, D.C. on 13 May 1997.

Paul Bugl, a professor of Mathematics at University of Hartford wrote this informative and positive review of Warfield's book The Mathematics of Structure (Palm Harbor, FL: AJAR, 2002).

Provides titles, authors and detailed abstracts of complexity-related writings. Arranged by format with the categories: Reports, Papers, Bibliographies, Cell Packets and Indexes. Supersedes similar biographies issued in 1994 and 1995.

A broad summary of Warfield’s “essential conclusions,” which he reached during his research on complexity. Provides definition, description, ways of measuring and suggestions for reducing complexity. Is similar to his seminar talk “The Great University.”

Managers, when confronted with large complex problems (problem situations), must be aware that the policy of, or a habit of, or a methodology of ideas and methods which work for simpler problems can become a disaster when applied to problem situations with complex origins, multiple root causes and unquestionably difficult solutions. See also, “Stalking the Killer Assumptions.” Presentation given 1 October 1998 at the Institute of Public Policy (TIPP) Colloquium, George Mason University.

A satirical attack on fuzzy or faddish thinking. This manuscript originated as an email contribution to the Learning Organization listserve.

The cascading weight of transitivity is made clear using layman’s terms. Explains the need for publicly viewed structural models and discusses use of, and need for, problematiques. Used as a classroom handout at the Defense Systems Management College where Warfield conducted a series of Interactive Management workshops and lectures for the teaching staff. 

The work of George Miller and H. A. Simon is reinterpreted from the perspective of mathematical logic, showing substantive reasons for the conclusion that three is the 'magical number,' especially in system design theory. For the transparencies to accompany this lecture, see "The Magical Number Three--Plus or Minus Zero (transparencies)." Presented at the International Conference of Society for General Systems Research, 1-6 June 1987, Budapest, Hungary.

Warfield’s data on individual reactions to group problems has revealed a phenomenon he calls Spreadthink, e.g, there exists a consistent lack of commonality of viewpoint, no matter what the group, no matter what the problem. The disparity in attitudes among individuals is so great as to produce ineffective group decision-making unless further education and understanding takes place between group members. Presented at 16th Annual Meeting, Assn. for Integrative Studies, Duquesne University, Pittsburgh, PA, 30 September 1994.

This paper addresses the need for a change in how people work with complexity. This change is described as "Framebreaking and Remodeling." The term "Underconceptualization" is used to capture the essence of what is wrong in design, development and operation of large-scale systems. Presented at the Conference on Mutual Uses of Cybernetics & Science, University of Amsterdam, 27-31 March 1989. This conference paper submitted in 1989 is free of typo errors seen in 1991 published article. 

Considered by Warfield to be one of his most important papers, this is a description of the seven Interactive Management processes developed at the Center for Interactive Management at the University of Virginia in Charlottesville. It deals with an approach to how humans might be able to tackle and solve the "gigantic mess" problems of society which are currently beyond human endeavor and often beyond human intellectual grasp. This was the Society for General Systems Research (SGSR) Presidential Address, presented at 27th Annual Meeting SGSR, Book-Cadillac Hotel, Detroit, Michigan on 26 May 1983.

Discussion of the concept of "due process" in design as a way to identify and monitor responsible management practices, which would lower the rate of catastrophic design failures. Warfield calls for the creation of a basic design science, with standards and practices for large-scale system designers that could become well-defined and legally enforceable over time. Prepared for ASME Conference, Boston, MA, 17-20 August 1987. See "Dual-Basis Design (Transparencies)" for the transparencies developed to accompany talk. Later printed in Polish. See "Dwie Podstawy Projektowania (Dual-Basis Design)."

Collection of materials for a paper Warfield planned to write to discuss the next stage beyond Interactive Management, a stage of management which he had termed Work Program of Complexity. Includes a comparison between Interactive Management and the Work Program of Complexity, an outline of Warfield’s 3 February 2004 Presentation “The Work Program of Complexity,” and a description of 14 tangible and 5 intangible results a corporation could expect from using Warfield’s Work Program of Complexity when trying to manage a difficult situation.

Drawing on the planetarium analogy first used by Harold Lasswell, Warfield promotes his own concept of the "Corporate Observatorium" as a piece of real estate whose building interior can be loosely compared with that of the Louvre, in that it contains a variety of rooms, and facilitates rapid familiarization with their contents by the persons who walk through that property. Further analogy comes from the recognition of the importance of wall displays (with electronic adjuncts), large enough to preclude any necessity to truncate communications and tailored to help eradicate or minimize complexity in understanding, both broadly and in depth, of the nature of the large organization, its problems, its vision, and its ongoing efforts to resolve its difficulties. Comparison with a planetarium for envisaging a broad swatch of the sky is self-evident .See also The Corporate Observatorium (Abstract).

This article is a review of the intellectual history presaging development of a management system using structural graphics to display group generated results in Interactive Management (IM) Workshops. Tony Perino and John Warfield co-authored this article, which is a greatly altered version of Warfield's first paper by the same title written 1996.

Information from Dr. Scott Staley's work at Ford Motor Company is used to describe a real-life application of an Information System Design. The paper is a Ford Motor Company Case Study which shows the design foundation of the C3P system. To view the full copyrighted abstract please use this link.