After World War II, a systems approach to solving complex problems and managingcomplex systems came into vogue among engineers, scientists, and managers, fostered in part by thediffusion of digital computing power. Enthusiasm for the approach peaked during the Johnsonadministration, when it was applied to everything from military command and control systems topoverty in American cities. Although its failure in the social sphere, coupled with increasingskepticism about the role of technology and "experts" in American society, led to a retrenchment,systems methods are still part of modern managerial practice.This groundbreaking book charts theorigins and spread of the systems movement. It describes the major players including RAND, MITRE,Ramo-Wooldrige (later TRW), and the International Institute of Applied Systems Analysis--andexamines applications in a wide variety of military, government, civil, and engineering settings.The book is international in scope, describing the spread of systems thinking in France and Sweden.The story it tells helps to explain engineering thought and managerial practice during the lastsixty years.
Thomas P. Hughes is Professor of the History and Sociology of Science at the University of Pennsylvania.
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