This paper sets out to consider O.R. as a problem-solving methodology in relation to other systems-based problem-solving methodologies. A ‘system of systems methodologies’ is developed as the interrelationship between different methodologies is examined along with their relative efficacy in solving problems in various real-world problem contexts. In a final section the conclusions and benefits which stem from the analysis are presented. The analysis points to the need for a co-ordinated research programme designed to deepen understanding of different problem contexts and the type of problem-solving methodology appropriate to each.

The 49th Annual Meeting of the International Society for the Systems Sciences had, as its theme, ‘the potential impacts of systemics on society’. As my contribution to this, I want to discuss why I think a critical systems approach called ‘creative holism’ can help managers address complex problem situations. As is frequently stated, managers today face increasing complexity, change and diversity. Furthermore, the solutions they are offered to help them cope in this situation rarely seem to work. In this paper, it is argued that those solutions fail because they are not holistic or creative enough. The benefits to be gained from holism and creativity (in a systemic sense) are outlined, and a practical approach, ‘creative holism’, is specified which aims to better equip managers to deal with complex problem situations. If the argument is right then systemics has the potential to have both a significant and a beneficial impact upon society in the years to come. Copyright © 2006 John Wiley & Sons, Ltd.

Journal of the Operational Research Society (JORS) is the world's longest established OR journal and an official journal of The OR Society. It is the aim of the Journal to present papers which are relevant to practitioners, researchers, teachers, students and consumers of operational research, and which cover the theory, practice, history or methodology of OR.