Chapter 53. Systems, Measures, and Workers: Producing and Obscuring the System and Making Systemic Performance Improvement Difficult

Donald J. Winiecki

Early in the preparation of this chapter, James A. Pershing, the editor of this volume, suggested that systems thinking in instructional and performance technology is more metaphorical than systems thinking in the physical or biological sciences and does not have the same status. In other words, for us, systems are more abstract depictions when applied to social phenomena rather than physical processes and serve as a convenient tool to think with as we attempt to learn and know things, create new knowledge, develop and control social phenomena, and analyze and try to reorient social phenomena when ...

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