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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindfull, complex adaptive leadership
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Reasons to stop measuring

Reasons to stop measuring | Complex systems and projects | Scoop.it

Before implementing any change programs, it is very important for a systemic business coach to see the  structures and mental models which are  ruling the organization .It’s those mental models which create the system structure and as such patterns and behaviors.

Philippe Vallat's insight:

Dans la même idée, à (re)lire: http://www.comitans.ch/fr/blog-philippe-vallat/projets-complexes/130-chiffre-un-deux

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Miklos Szilagyi's curator insight, July 23, 2014 2:12 PM

A good one... The popes of the SMART-overdone are doomed here...

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Are You Ready to Lose Control?

Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.



Philippe Vallat's insight:

How is order without control possible?

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Agents of influence

Models of complex systems have become a staple of business strategy, and now they are showing early promise for improving economic forecasts.

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luiy's curator insight, March 6, 2013 4:36 PM

Self-Aware Agents

 

Busemeyer is helping to develop the theories needed to create “quantum agents” in future models. These would need to contain additional feedback loops, in which some agents’ actions are informed by the existence and output of other agent-based models.

 

This approach may be particularly suited to the world of high finance. As investors learn more about complexity theory, they become aware of their status as agents in predictive models, and they also run agent-based models to inform their own decision making—just like Busemeyer’s quantum agents.

Ultimately, though, none of these models will offer iron-clad predictions, because they have to make simplifying assumptions about human behavior. The true test will be whether those assumptions, and the resulting outputs of the models, convince policymakers to act on their advice.

 

“The way that our computational approach will eventually outrun conventional analytical and numerical methods in economics and finance is by having much more supple and succinct representations of human behavior,” says Axtell. But even then, “we don’t want policymakers to simply take the results of the model completely at face value without any use of their own judgment.”

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What’s Keeping CEOs Up at Night? Six Facts That Will Surprise You

What’s Keeping CEOs Up at Night? Six Facts That Will Surprise You | Complex systems and projects | Scoop.it
Many CEOs lead public lives and relish the spotlight. But behind the scenes, CEOs experience frustration and anxiety like the rest of us, and aren't always totally confident in their teams’ ability

Via Thomas Gelmi, Jose Luis Yañez
Philippe Vallat's insight:

Surprises, lack of data, lack of control etc. Where does the wish to /illusion of always control everything come from? See the following post "Are You Ready to Lose Control?" http://sco.lt/8dqCVV

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Eli Levine's curator insight, April 23, 2014 4:55 PM

Not surprising.

 

This is arguably why a good executive should descend and mix with the milieu of the general working population they're presiding over.

 

Some of the best leaders in history were the ones who dressed as a common person and went out into the streets of their domain at night, to sit and talk and ask about what is happening and what is going on.  Not a bad idea to systematize something like that and make it on a mass scale while also going out on your own to find out what's actually happening and what the sentiments and needs really are within your organization.

 

No one said leadership was easy.

 

A shame we get so many people with bigger egos than brains and hearts trying to get to those places, without fully acknowledging what the limits are to those positions that they're climbing towards.

 

Think about it.

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Managing complexity

Managing complexity | Complex systems and projects | Scoop.it
managing complexity to see a better world
Philippe Vallat's insight:

Very nice and short overview about complexity management

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David Hain's curator insight, August 26, 2013 5:05 AM

Everyone should know about complex systems!

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The Illusion of Control: Are There Benefits to Being Self-Deluded?

The Illusion of Control: Are There Benefits to Being Self-Deluded? | Complex systems and projects | Scoop.it
Do people always overestimate how much they control their lives?
Philippe Vallat's insight:

This effect will have to be renamed the illusion of futility. In other words: when you have high control, you underestimate how much what you do really matters.

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