netrashetty
Netra Shetty
ViewSonic Corporation is a manufacturer and provider of visual technology, specifically CRT monitors, liquid crystal displays, projectors, plasma displays, HDTV technology, and mobile products,including Mini & All in One PCs and wireless monitors.
The privately held company has approximately $1 billion in worldwide sales annually. ViewSonic's headquarters are located in Industry, California, United States.
CEO
James Chu
CFO
Sung Yi
EMEA & Asia Pacific
AC
China
RT
Products & Solutions
MS
North America
JV
Marketing, Americas
AH
Sales, Americas
Brian Igoe
Systemic thinking emerges from system dynamics, a field of study developed by Jay Forrester at the Massachusetts Institute of Technology (MIT) in the 1950s. This field is influenced by various disciplines especially mechanical engineering, biology, and the social sciences. Systemic thinking focuses on the processes, interactions and feedback that flow from one part to another of an identified system.
Organizational Systemic Concepts Originating from Systemic Family Therapy
Linearity versus Circularity: Since organizations are systems based on feedback, linear thinking bases its understanding of any situation through cause and effect.
Homeostasis: Organizations and teams are systems which need to find their balance by adjusting their behavior according to the feedback flow. Management and leadership roles demand that homeostasis is kept within the vision, objectives and goals of the organizations.
Feedback loop: Feedback between parts of the system (team/organization) needs to be consistent and always flowing smoothly. Any form of communication being explicit or implicit, formal or informal is a form of feedback. This connects the parts into a system.
Connectedness: Balance or homeostasis is achieved through connectedness which in turn thrives through continuous feedback. It is the role of management to ensure connectedness between team members.
Hermeneutics: Feedback flow creates events and situations within the system pushing the system to adjust accordingly. The events happening outside and within any system, will inevitably affect the parts within the system and the system as a whole. Interpretation of every event depends on the perspective of a particular individual or team member. It is thus inevitable that in an organization there will be different interpretations of an event. In order to bring all parts of the system together one story needs to be created that represents the main theme.
Cybernetics: First order change and second order change. Gaps between stories are resolved by the reconstruction of those different interpretations into one story. Such a process is only brought through change among the team members. If the change is temporary, it can be defined as first order change. In contrast, second order change is defined as change that stays within the team and becomes part of the goals and objectives of the whole team.
The privately held company has approximately $1 billion in worldwide sales annually. ViewSonic's headquarters are located in Industry, California, United States.
CEO
James Chu
CFO
Sung Yi
EMEA & Asia Pacific
AC
China
RT
Products & Solutions
MS
North America
JV
Marketing, Americas
AH
Sales, Americas
Brian Igoe
Systemic thinking emerges from system dynamics, a field of study developed by Jay Forrester at the Massachusetts Institute of Technology (MIT) in the 1950s. This field is influenced by various disciplines especially mechanical engineering, biology, and the social sciences. Systemic thinking focuses on the processes, interactions and feedback that flow from one part to another of an identified system.
Organizational Systemic Concepts Originating from Systemic Family Therapy
Linearity versus Circularity: Since organizations are systems based on feedback, linear thinking bases its understanding of any situation through cause and effect.
Homeostasis: Organizations and teams are systems which need to find their balance by adjusting their behavior according to the feedback flow. Management and leadership roles demand that homeostasis is kept within the vision, objectives and goals of the organizations.
Feedback loop: Feedback between parts of the system (team/organization) needs to be consistent and always flowing smoothly. Any form of communication being explicit or implicit, formal or informal is a form of feedback. This connects the parts into a system.
Connectedness: Balance or homeostasis is achieved through connectedness which in turn thrives through continuous feedback. It is the role of management to ensure connectedness between team members.
Hermeneutics: Feedback flow creates events and situations within the system pushing the system to adjust accordingly. The events happening outside and within any system, will inevitably affect the parts within the system and the system as a whole. Interpretation of every event depends on the perspective of a particular individual or team member. It is thus inevitable that in an organization there will be different interpretations of an event. In order to bring all parts of the system together one story needs to be created that represents the main theme.
Cybernetics: First order change and second order change. Gaps between stories are resolved by the reconstruction of those different interpretations into one story. Such a process is only brought through change among the team members. If the change is temporary, it can be defined as first order change. In contrast, second order change is defined as change that stays within the team and becomes part of the goals and objectives of the whole team.
Last edited: