This paper discusses the use of the TOC (theory of constraints) thought process as an alternative to systemic organizational analyses. We begin with a conceptual review of systemic thought, a reference to one of the various methods available in the literature, and a review of the basics and main concepts of the TOC. This is followed by the discussion of a case study, in which the TOC method was applied in a public health service organization, and a comparison of the TOC method and the systemic method. The conclusion of this paper discusses the relation between the methods and systemic situations, outlining the kinds of situation in which each method seems to work best by producing acceptable organizational results.
systemic thinking; theory of constraints; thinking process of the theory of constraints; organizational intervention planning
