Complex Management
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Complex Management
understand new ways to cope with complex organizations
Curated by Luciano Lampi
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Rescooped by Luciano Lampi from COMPLEX ADAPTIVE SYSTEMS IN NATIONAL SECURITY
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franz contemplates complexity

A brief animated video on complex systems theory.

Via Anne Caspari, Betty Cares
Luciano Lampi's insight:

a cool start...

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Anne Caspari's curator insight, February 1, 2013 10:32 AM

this is great food for thought; nicely done! 

Spaceweaver's curator insight, February 3, 2013 10:06 AM

Excellent introduction and some reference books at the end

Rescooped by Luciano Lampi from Generative Systems Design
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Defining and Modeling Complex Adaptive Systems

Defining and Modeling Complex Adaptive Systems | Complex Management | Scoop.it
Almost all the critical problems of our time are problems of control and almost all of them concern complex adaptive systems. If we want to know more about our bodies, it is not just to increase knowledge but so that we can control our health.

 

CAS are  “systems that don’t yield compact forms of representation”1. In other words a complex system cannot be described by a simple set of equations. Why would this be the case? It is the “adaptive” nature of these systems that leads to this intractability. Agents within the system respond to each set of environmental conditions within a complex adaptive system with a different set of responses and the number of such environments and their corresponding agent responses that need to be accounted for to construct an accurate model of the system is simply too large. But is this simply a problem of impracticality? Could we, at least in theory, construct a model that takes into account all possible environmental conditions and all possible agent behaviours? Although some scientists may argue that such an approach is theoretically possible, there is ample evidence that the critical “adaptive” component of some complex adaptive systems may in fact be unmodelable


Via Anne Caspari
Luciano Lampi's insight:

Interesting to read!

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Anne Caspari's comment, March 14, 2013 2:56 PM
complex adaptive systems can often be identified by observing the critical role that disorderly processes play in maintaining system resilience. For example, the disorderly and often unpredictable nature of flooding is a vital factor in maintaining the productivity and resilience of many complex river-floodplain systems. But the same rarely holds for simpler systems such as small temperate streams... Interesting the examples on trying to manage CAS with the opposite effect of reducing resilience and robbing them of antifragility. Forests, rivers, ecnomic systems..
luiy's curator insight, March 18, 2013 1:12 PM
What Is A Complex Adaptive System?

The first question that then needs to be answered is: What is a complex adaptive system? David Krakauer defines complex systems as “systems that don’t yield compact forms of representation”1. In other words a complex system cannot be described by a simple set of equations. Why would this be the case? As Krakauer notes, it is the “adaptive” nature of these systems that leads to this intractability. Agents within the system respond to each set of environmental conditions within a complex adaptive system with a different set of responses and the number of such environments and their corresponding agent responses that need to be accounted for to construct an accurate model of the system is simply too large. But is this simply a problem of impracticality? Could we, at least in theory, construct a model that takes into account all possible environmental conditions and all possible agent behaviours? Although some scientists may argue that such an approach is theoretically possible, there is ample evidence that the critical “adaptive” component of some complex adaptive systems may in fact be unmodelable. There is no better example of this than the problems faced by the economist Hyman Minsky in formalising many of his most important ideas.

Léonne Willems's curator insight, March 25, 2013 4:27 PM

Another way to think about environmental influences at the source of tensions at work (as opposed to individual lack of employee performance or motivational problems). Are these 'tensions' actually symptoms of a system out of balance? Are these tensions the real gems for organisational steering? Check out how Holacracy capitalises just on that!