ABSTRACT

This chapter provides a background to systems thinking and develops arguments as to why and how systems thinking can relate strongly to KM. Successful KM requires the tools of operational research (OR) that assist managers to forecast, manage, monitor and plan; yet managers have often ignored the methodologies provided (Lehaney et al., 1994). The reasons for this are manifold, and there has been a great deal of argument as to why, in practice, greater use is not made of modeling methodologies.