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Evaluating systems thinking in housing

Author

Listed:
  • M C Jackson

    (University of Hull)

  • N Johnston

    (Northern Housing Consortium)

  • J Seddon

    (Vanguard Consulting)

Abstract

This paper describes and evaluates work carried out in the social housing context in the United Kingdom using a systems thinking approach called ‘lean systems’ (LS). The work, sponsored by the Office of the Deputy Prime Minister, was designed to test whether LS could improve the efficiency of delivery of housing management and maintenance services. A pilot programme was developed in which three housing organizations used the approach in different service areas. The results indicate that LS can yield efficiency gains and improvements in service performance, customer satisfaction and staff morale—although securing and sustaining these results requires considerable organizational commitment. The LS approach is outlined, work in the pilots described and the results presented. A theoretical analysis seeks to locate LS in the spectrum of systems methodologies and to delimit its particular area of competence.

Suggested Citation

  • M C Jackson & N Johnston & J Seddon, 2008. "Evaluating systems thinking in housing," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 59(2), pages 186-197, February.
    • Handle: RePEc:pal:jorsoc:v:59:y:2008:i:2:d:10.1057_palgrave.jors.2602521
    DOI: 10.1057/palgrave.jors.2602521
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    Citations

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    Cited by:

    1. Duong Thuy Pham & Ayham A. M. Jaaron, 2018. "Design for Mass Customisation in Higher Education: a Systems-Thinking Approach," Systemic Practice and Action Research, Springer, vol. 31(3), pages 293-310, June.
    2. Z Zhu, 2011. "After paradim: why mixing-methodology theorising fails and how to make it work again," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(4), pages 784-798, April.
    3. Michael Walker, 2017. "The Search for Viability: A practitioner's view of how the Viable Systems Model is helping transform English local government (and why it has passed unrecognised)," Systems Research and Behavioral Science, Wiley Blackwell, vol. 34(3), pages 313-334, May.
    4. Ayham A. M. Jaaron & Chris J. Backhouse, 2017. "Operationalising “Double-Loop” Learning in Service Organisations: A Systems Approach for Creating Knowledge," Systemic Practice and Action Research, Springer, vol. 30(4), pages 317-337, August.
    5. Mingers, John & White, Leroy, 2010. "A review of the recent contribution of systems thinking to operational research and management science," European Journal of Operational Research, Elsevier, vol. 207(3), pages 1147-1161, December.
    6. M C Jackson, 2009. "Fifty years of systems thinking for management," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(1), pages 24-32, May.
    7. Ya Li & Zhichang Zhu & Catherine M. Gerard, 2012. "Learning from Conflict Resolution: An Opportunity to Systems Thinking," Systems Research and Behavioral Science, Wiley Blackwell, vol. 29(2), pages 209-220, March.

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