ABSTRACT
In the last chapter we learnt more about C. West Churchman’s notion of boundary judgements. A boundary judgement when purposely drawn sketches out an action area by suggesting who might be stakeholders, in particular clients, and alerts us to issues and dilemmas that become a focus of attention. This opens up a partial view on organisational life that is considered a helpful interpretation for now. Deepening systemic appreciation of the partial view adds content to the interpretation. The aim is to become better informed about issues and dilemmas leading to more relevant choices for improvement. The idea put forward in this chapter is to generate a rich systemic appreciation of issues and dilemmas of the action area in terms of insightful key categories of organisational settings.
