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"Brian Wilson, one of the originators of Soft Systems Methodology, and Kees van Haperen, a widely experienced SSM consultant, illustrate how this branch of systems engineering is applied to a range of highly complex business scenarios to achieve improved performance. This book will appeal to students of SSM and consultants working in the field"--

Rave is one of the first distinct and significant youth subcultures to emerge since the early days of punk rockers and skinheads. A middle-class culture renowned for drug use, computer-generated "techno" music, and all-night dance parties, rave has been described as everything from a drug cult to a neo-hippie community. Brian Wilson uses his ethnographic research on rave during the mid and late 1990s in Southern Ontario to discuss the ways in which young people participate in social and cultural life at the turn of the millennium.

I stand here as a layman in a room full of experts; as someone who, for a few years, tried to steer the United Kingdom's energy policy in a safe and sustainable direction and now retains involvement as occasional participant and commentator. But none of that – or even the title of Visiting Professor at the University of Strathclyde - makes me an expert. The only defence I can plead is that, sometimes, you need non-experts making decisions because the one certainty about experts is that their expertise will not all point in the same direction. That is where politicians have come in; balancing the arguments – against cost, against benefits, against ideological objectives, against common sense. Not always successfully. If that process is to succeed, the most desirable ingredient is continuity. The same minister, the same advisers, the same intellectual challenges, the same objectives. On that basis, it just might be possible to steer a path that follows a consistent route, albeit with twists and turns along the way. Unfortunately, these conditions bear little relationship to the realities of how energy policy has evolved. In the absence of continuity, we have lived with a procession of compromises, delays and short-term fixes. At the end of the day, it has not been a disaster because the lights are still on and the wheels of industry – or what is left of it – continue to turn. But that is setting the bar rather low and also begs the question of what we are handing on to the next generation, a quarter of a century after the state-owned industries passed such a handsome legacy to those who succeeded them.

International audience ; Nations across the globe have focused on formalizing coordination, particularly in the context of security. The head of Singapore's civil service, Peter Ong, remarked, «as the challenges we face become more complex, single agencysolutions will become less adequate…[and to] function as one, we need to truly collaborate.» Former U.S. Chairman of the Joint Chiefs of Staff, General DEMPSEY, remarked, «The phrase whole-of-government is not just desirable—it's actuallyimperative.» Maritime challenges include interdicting drug traffickers and human smugglers, responding to piracy and armed robbery at sea, preventing oil poaching and fishing incursions, ensuring port security, conducting search and rescue missions, and safeguarding the environment. These events unfold in complex, operational, and time-sensitive environments, where their scope and gravity is not always apparent. A collaborative, inclusive, and transparent process best positions a government to expeditiously share information, detect anomalies, and align responses. Enablers of effective whole-government processes include: Head of State direction; flexibility; timely, accurate, and useful information dissemination; documented and distributed decisions; departments support and trust the process; frequent use and frequent training; and the promulgation of standard operating procedures. Institutionalizing collaboration is more than just a maritime challenge: It is a governance challenge. An enduring lesson is that trust, leadership, and the existence ofdocumented processes are critical enablers to effective national-level, bi-national, and multi-national cooperation. ; Les nations à travers le monde ont mis l'accent sur la formalisation de la coordination, en particulier dans le contexte de la sécurité. Le chef de la fonction publique de Singapour, Peter Ong, a fait remarquer, « que les défis auxquels nous sommes confrontés deviennent plus complexes, les solutions d'agence simples deviendront moins adéquate . [et] nous avons besoin ...