The development of a new framework for assessing major events informed by systems thinking.

Abstract

This paper sets out how Viable Systems Methodology (Beer, 1979) was used for modelling purposes to inform the design and development of the Framework for the Assessment of Major Events (FAME). We assert FAME has a strategic advantage over other events frameworks, such as In England and Tourism Southeast, because these frameworks lack the requisite variety to reconcile the complexity of events planning and management and fail to recognise recursion in organisational decision-making. We also had concerns with how the frameworks engage communities, partners, and stakeholders. We present data from three destination case studies to show the effectiveness of FAME and make the case FAME can uplift the strategic planning and management for events to add value to destinations. In doing so, how Systems Thinking and Systems Practice (Checkland, 1981) can significantly enhance organisational methodology. Further, the use of models for visual impact and give context and structure to the decision-making processes of organisations, as argued by Bryson et al. (2004).