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A whole‐systems approach, which seeks to optimize an entire system for multiple benefits, not isolated components for single benefits, is essential to engineering design for radically improved sustainability performance. Based on real‐world applications of whole‐systems design, the Rocky Mountain Institute (RMI) is developing educational case studies to help engineers expand their whole‐systems thinking. The purpose of this paper is to evaluate the effectiveness of these case studies in multiple sections of a first‐year engineering course.

The comprehension of whole‐systems principles by 165 first‐year engineering students at Clemson University was evaluated through surveys and open‐ended questionnaires, before and after introducing the educational case studies.

The pilot study results show that introducing the case studies improves students' consideration of several essential whole‐systems design concepts. The case studies were particularly effective in strengthening student consideration of the clean sheet approach, integrative design, design for multiple benefits, optimization of the entire system, and the possibility of drastic efficiency increases with current technology.

This study was conducted at a single institution and with a fairly homogeneous group of students. These factors should be considered when interpreting the implications of the findings for other groups.

This preliminary research shows that case study examples like these can help increase consideration of the whole‐systems design approach that leads to improved sustainability performance.

This paper discusses the conceptual and theoretical foundation upon which whole systems change interventions are based The paper first describes six methods of intervention that are currently being utilized to change whole systems: (1) future search, (2) search conferences/ participative design, (3) open space, (4) large scale interactive process methodology, (5) simu‐real, and (6) fast cycle full participation and the conference model. Next, six common values and assumptions underlying these large scale change interventions are identified: (1) organizations are seen as “whole systems,” (2) viewing organizations as whole systems requires the creation of dialogue among all organizational stakeholders, (3) organizations do not exist, but organizing processes and procedures do, (4) what we perceive as our collective organizational reality becomes the organization that is created, (5) individuals within organizations have the capacity to self‐organize and redefine their reality, and (6) humanity shares a set of universal values that are inherently “good” and these values will ultimately influence voluntary collective action. The paper concludes with an appeal for interventionists and users of large group techniques to be cognizant of the assumptions that drive their choice of intervention.

New reforms in the public sector mean that many organisations are attempting to cope with turbulent environments. Traditional models of change have been found to be too static and unable to change the “whole system”. Explores processes for changing the whole system for public sector organisations operating in a turbulent environment. A case study is used to discuss the implications.

The purpose of this paper is to examine a model of effective forensic practice with positive interventions for men with learning disabilities who have committed serious sexual offences. It outlines the theoretical and philosophical frameworks which have informed the model of care and support in a community-based setting and the evidence base for the efficacy of the approach.

This approach to a community-based forensic learning disability service is informed by systemic practice and underpinned by models of human occupation (Keilhofner, 2008) which informs occupational therapy and total attachment (Harbottle et al., 2014). This is a whole systems model for developing compassionate and participatory practice based on attachment theory and approaches to professional parenting drawn from foster care settings and prevention frameworks for adult safeguarding. It uses Klinean Thinking Environments (1999) to give practical communication to the model.

The attachment model which underpins both the support for staff and the framework for scaffolding the care and support provided for service users is building calm, consistent and respectful relationships. This enables workers and service users to feel accepted through the availability of support; to feel a sense of belonging and inclusion in which skills and confidence can flourish helping all to feel more effective. This is evidenced by the stability of the service user group and the staff team.

The model of whole system care and support care outlined in this paper can help to provide a therapeutic environment in which men who have committed sexual offences can develop effective skills within a safe, supportive and effectively managed setting. This is on-going research but there is evidence of service users and staff in this model of practice, feeling scaffolded, able to enjoy and achieve progress and personal development.

This model appears to promote stable, sustained, supportive relationships. Placement breakdown has been minimal indicating that the disruption rate is low and therefore therapeutic interventions are likely to take place and be effective. This is a hopeful and positive approach which enables individuals to flourish in a safe environment.

The social implications of this model are positive for creating a stable workforce in an industry plagued with rapid turn over of staff to the detriment of the quality of life for service users. It creates stability and confidence for the residents allowing them to begin to relax and thereafter achieve more positive relationships.

This paper examines the application of theoretical frameworks drawn from other disciplines and fuses them into a therapeutic approach to support this service user group. It is a model that can have great portability to other settings but it is its application in forensic services that is new and which is growing its evidence base for its effectiveness.

This paper aims to use systems mapping as a tool to develop an organisation-wide approach to public mental health to inform strategic direction within a national public health agency.

Two workshops were facilitated with internal staff from a wide range of public health policy teams working in small groups to produce paper-based maps. These were collated and refined by the project team and digitised.

The approach engaged a range of teams in forming a shared understanding and producing a complex system map of the influences on population mental health and well-being, where current policy initiatives were addressing them and what the gaps and priorities were. Participants valued the approach which led to further study and organisational commitment to the whole system working as part of national public mental health strategy.

The approach was limited to internal stakeholders and wider engagement with other sectors and community members would help further the application of complex system approaches to public mental health.

It was a valuable process for developing a whole-organisation approach and stimulating thinking and practice in complex system approaches. The paper provides a practical example of how to apply systems mapping and its benefits for organising public mental health practice.

Sustainability issues such as energy security, air quality, climate change, and poverty are introducing greater levels of complexity into strategic decision-making and often have far-reaching implications for companies in today's competitive environment. Building on Appreciative Inquiry, this paper discusses a new model for sustainable value creation, based on the growing business opportunity to do well by doing good.

Theoretically, a health system has been described in terms of integration being the coordination of health services and collaboration amongst provider organizations. The components of an integrated health system remain inconclusive. Although senior healthcare executives establish structures and designs which facilitate the delivery of integrated care, their perspectives of a health system have not been explored. The purpose of this paper is to present senior healthcare executives’ perspectives of a health system which, when combined, form a model for developing an integrated health system.

Using a qualitative methodology and a multi-case study design, 11 presidents and 4 senior vice presidents of major healthcare organizations or systems in Ontario Canada were selected from a target population of 246 senior healthcare executives to engage in 1 h interviews each. Critical case sampling was applied in the selection of the study sample. Interviews were conducted between December 2017 and February 2018.

Senior healthcare executives expressed four distinct perspectives of a health system: systems, institutional, clinical and governance. When combined, the four perspectives form an original research-based concept or model for an integrated health system.

This paper conveys results of personal interviews with senior healthcare executives and presents a proposed model for an integrated health system based on their four distinct perspectives of a health system.

The purpose of this paper is to provide a more holistic approach to analysing the impact of all the behaviour of a conflict's participants its overall dynamics, using the example of the Northern Irish troubles.

A novel multivariate time series approach developed by Professor Paul Smoker is presented which can map the dynamics of this conflict and its causal inferences as a series or “systemograms”.

The case example reveals high levels of autocorrelation in the variety of techniques used by the state security authorities to suppress terrorism, indicating their strong role in maintaining this conflict. When more than one party exhibits such behaviour, the conflict “locks in”.

The work remains preliminary and historical. Data was collected on a month‐by‐month basis which suggests associated rather than direct causal influence. It would be useful to further explore these findings using data from similar conflicts.

Suggests that some counter‐terrorism approaches may be dysfunctional especially those adopting sub‐lethal weapons. Provides some insight into behavioural changes required to prevent conflict destabilisation.

Provides a novel conflict research methodology which allows the strong structural dynamics of the conflict to be seen – much the way that elapsed time photography enables hidden processes to be revealed. The raw statistics are presented here.

The purpose of this paper is to address issues related to strategic management in Australia and China, to compare similarities and differences across two countries.

Data were collected from structured surveys and interviews amongst managers undertaking Master of Business Administration study in China and Australia.

The research suggests that there is much to be done in enhancing strategic management. The poor positioning of both Chinese and Australian businesses indicates the need for new public policies and debate. Some directions might include encouragement of exports, rethinking and refining bilateral and multilateral trade agreements, e.g. the current FTA being negotiated between Australia and the USA appears to be based on political considerations more than economic. At national, regional and local levels there is a requirement for industry policy and systematic implementation. Small to medium enterprises need encouragement to operate strategically, with passion and commitment, for the benefit of the enterprise and the nation. Promoting and sharing good practice is one effective way to achieve this. In China, the issues are very similar. Local and regional governments in particular have enormous influence in shaping economic policy and business regulation. The new national policy agenda towards “green DP” rather than the more narrow GDP is another indicator of the need for renewed effort to broaden the strategic management agenda at national and international level in China. The full entry into WTO further underlines the importance of this requirement, particularly the need for a triple bottom line strategic approach.

This paper uses management survey data to offer a useful auditing mechanism and a mirror to existing practices and performance in both China and Australia.