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tenir précisément les délais du projet n’est pas possible

tenir précisément les délais du projet n’est pas possible | Complex systems and projects | Scoop.it
Si la différence entre des échéanciers réels et planifiés est continuellement supérieure à 15%, des actions alors spéciales devraient être prises pour améliorer ceci avant de faire tout autre chose...
Philippe Vallat's insight:

Pourquoi il faut arrêter de voir les planifications comme des promesses...

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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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Why Your Boss May Be Ineffective or Dysfunctional

Why Your Boss May Be Ineffective or Dysfunctional | Complex systems and projects | Scoop.it
New capacities are needed for effective, positive management today's workplaces.
Philippe Vallat's insight:

Leaders ask "How can I prepare for what I can't prepare for?"

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Leverage Points: Places to Intervene in a System

Leverage Points: Places to Intervene in a System | Complex systems and projects | Scoop.it

Folks who do systems analysis have a great belief in “leverage points.” These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything.

Philippe Vallat's insight:

I like the final quote: "Magical leverage points are not easily accessible, even if we know where they are and which direction to push on them. There are no cheap tickets to mastery. You have to work hard at it, whether that means rigorously analyzing a system or rigorously casting off your own paradigms and throwing yourself into the humility of Not Knowing. In the end, it seems that mastery has less to do with pushing leverage points than it does with strategically, profoundly, madly letting go."

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VUCA Times Call for DURT Leaders

VUCA Times Call for DURT Leaders | Complex systems and projects | Scoop.it
VUCA times call on leaders to raise their game, plant the seeds for a better future ahead. VUCA requires strong leadership.

Via ThinDifference
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Ivon Prefontaine's curator insight, June 4, 8:50 AM

When we are direct, are understood, are reliable, and trustworthy, we send signals about being responsible. The era of accountability and transparency are not about responsibility. We can still hide necessary information in being transparent. We cannot when we are responsible.

Frank J. Papotto, Ph.D.'s curator insight, June 4, 9:29 AM

Volatility, Uncertainty, Complexity and Ambiguity (aka VUCA)  does require good leadership. But all of the DURT behaviors are important and should be practiced regardless of conditions. Trust as we know is important for robust engagement, clarity is important for  broad alignment, directness is important for superb execution and reliability is important in sustainable adaptation.  Leadership's purpose in VUCA situations and, in general, is to maintain and build effectiveness in achieving results; the DURT behaviors and other Purposeful Leadership  behaviors is at the heart of organizational success regardless of circumstances. 

Anne-Laure Delpech's curator insight, June 4, 11:54 PM

intéressant : les caractéristiques du leader dans un monde VUCA (volatile, incertain, complexe et ambiguë)

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Komplexität – Hype oder relevante Managementanforderung?

Komplexität – Hype oder relevante Managementanforderung? | Complex systems and projects | Scoop.it
Woher kommt eigentlich die aktuelle Diskussion über Komplexität? Nach meiner Einschätzung sind drei moderne Entwicklungen relevant: Globalisierung, Liberalisierung und das rasante Fortschreiten der Informationstechnologie.
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Major Projects Authority report shows improved project management - GOV.UK

Major Projects Authority report shows improved project management - GOV.UK | Complex systems and projects | Scoop.it
The second Major Projects Authority annual report shows how the government’s most significant projects have performed in 2013 to 2014.

Via Christophe Bredillet
Philippe Vallat's insight:

When a governement really wants to have better (major) projects, and gives itselfs the means and is ready to learn and improve, than, yes, it is possible to achieve better resultats. Congrats to our British friends!

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Philippe Vallat's comment, May 23, 8:44 AM
When a governement really wants to have better (major) projects, and gives itselfs the means and is ready to learn and improve, than, yes, it is possible to achieve better resultats. Congrats to our British friends!
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The Best Project Managers are Emotion-driven Leaders

The Best Project Managers are Emotion-driven Leaders | Complex systems and projects | Scoop.it
Charles J. Pellerin's personal ill-fated story, as project director for the launch of the Hubble telescope, on his journey to the discovery of true leadership.

Via Claude Emond
Philippe Vallat's insight:

Forget the dogmatic view that rational-driven management leads to "better" results

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Qualités requises d'un facilitateur de groupes

Vous êtes en posture de facilitation face à un groupe? Voici quelques-unes des qualités que Carl Rogers mentionnent pour exercer cet art.



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France Lefebvre du Prey's curator insight, June 9, 4:07 AM

C'est par cette qualité de présence, cette attitude à la fois de bienveillance et de sollicitation, que le groupe sera invité à toucher sa zone d'excellence de laquelle pourront émerger idées, réflexions et solutions novatrices dont notre monde complexe a besoin.

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Factors that Influence Decision Making, Heuristics Used, and Decision Outcomes

Several factors influence decision making. These factors, including past experience, cognitive biases, age and individual differences, belief in personal relevance, and an escalation of commitment, influence what choices people make. Understanding the factors that influence decision making process is important to understanding what decisions are made. That is, the factors that influence the process may impact the outcomes.


Via Alessandro Cerboni
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Eli Levine's curator insight, May 13, 6:17 AM

Indeed, there are many quirks and idiosynchrises that go into our day to day and long term decision making.  I wish there was a way to actually correct our "vision" and decision making tools, such that we are clairvoyent and have the energy and the actual will to do positive things for ourselves and the rest of the world that we're in.  But, then again, would humanity accept such a correction, or accept the people who would make such a correction?

 

I doubt it.

 

And thus, we will remain as the semi-evolved group of monkeys that we actually are.

 

Think about it.

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Decision accuracy in complex environments is often maximized by small group sizes

Individuals in groups, whether composed of humans or other animal species, often make important decisions collectively, including avoiding predators, selecting a direction in which to migrate and electing political leaders. Theoretical and empirical work suggests that collective decisions can be more accurate than individual decisions, a phenomenon known as the ‘wisdom of crowds’.

[...] Our results demonstrate that the conventional view of the wisdom of crowds may not be informative in complex and realistic environments, and that being in small groups can maximize decision accuracy across many contexts.


Via Complexity Digest, Philippe Vallat
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AbbVie Scoop.it Home Page's curator insight, May 1, 6:26 AM

The Couzin lab (Princeton) is focused on 'group animal behavior,' and although this paper isn't available directly, the title made me wonder if the observations might apply to the way we make decisions in what is certainly a complex environment...  Perhaps worth a read...

Damien Thouvenin's curator insight, May 3, 2:58 AM

Deux chercheurs de l'université de Princeton démontent la soi-disant "sagesse des foules" et montrent que, si l'intelligence collective d'un petit groupe produit de meilleurs résultats que le travail individuel, ceci est en revanche faut pour de grands groupes. La diversité des points de vue et des sensibilités d'un petit groupe tend à filtrer le "bruit" environnant tandis qu'il est amplifié par une foule.

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The Downsides of Avoiding Complexity

The Downsides of Avoiding Complexity | Complex systems and projects | Scoop.it
By embracing the complexity of today’s intricate systems that knit together the programmatic audience buying landscape, we arm ourselves with more tools.
Philippe Vallat's insight:

I like that one: "The course of history has shown that irrationality is one of our specialties, which means there’s no one better than a human to think like a human."

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Eli Levine's curator insight, April 24, 8:55 AM

You gotta take the whole that is present, and make intutive sense of it in order to make anything valuable out of "big data".

 

The human brain can only process so much information.  Most likely we will have to use computers to translate the big data into the relevant chunks that we need in order to understand a given situation and to then make choices based on those decisions relative to all sorts of policy and programatic situations, in business and in society.

 

You can't simplify things and just take things at face value anymore.  It didn't really work then, and it certainly should not be used now that we ought to know better.

 

It's amazing to me how human beings fail to register these things!

 

Think about it.

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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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Leadership: Dealing With Wicked Problems


The Mudd Partnership Presents: Leadership: Dealing With Wicked Problems Read more at www.themuddpartnership.com ([SLIDESHARE] Dealing With Wicked Problems #wickedproblems #honoringemergence#organisationaldevelopment

Via F. Thunus
Philippe Vallat's insight:

Simply and well done: a good, understable overview of dealing with wicked problems / complexity / uncertainty

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Miklos Szilagyi's curator insight, April 14, 4:43 AM

"Think total, act piecemeal..." Like in the PDCA process cycles... what problems are wicked? Page through this presentation...:-))) which are so complex and multifaceted you cannot see it through in one shot... (OK, it's a bit even more complicated...)... what I like also that you should be careful not to use generalised solution managerial methods to everything... the people are different, the situations are different... so, think before act and think in different approaches, in different models...

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How to thrive in a world where change is constant

How to thrive in a world where change is constant | Complex systems and projects | Scoop.it
As director of the MIT Media Lab, Joi Ito is constantly thinking about what the future might hold. But, he says, an obsession with what's to come is unhealthy and unhelpful. Here, he shares 8 piece...

Via Christophe Bredillet, Philippe Vallat
Philippe Vallat's insight:

Worth reading: good hints to avoid linear thinking

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Christophe Bredillet's curator insight, July 8, 9:49 PM

"Common" "complexity" sense, but not the best shared everyday practice...

Philippe Vallat's curator insight, July 9, 4:11 AM

Worth reading: good hints to avoid linear thinking

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Systems Thinking and Complexity

Systems Thinking and Complexity | Complex systems and projects | Scoop.it
Pollard's Law of Complexity: Things are the way they are for a reason. If you want to change something, it helps to know that reason. If that reason is complex, success in changing it is unlikely, and adapting to it is probably a ...

Via Christophe Bredillet
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Miklos Szilagyi's curator insight, June 25, 10:29 AM

Well, definitely it's an interesting book... the only caveat I would mention is about the illustrations... in fact the (ingenious) lady who has written the book (about which the post is more or less make a review) has to have an eagle eye for she has put in here and there illisible illustrations (especially on (Kindle) Kindle... on iPad Kindle it's a bit more lisible but anyhow what we are waiting for from JPEG format illustrations of the size of max 50 kb?! And there are a lots of illustrations and they are also important... soooo, you should fight for the contents...:-)))

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Research: Attributes of Great Leaders - Emotions & Results

Research: Attributes of Great Leaders - Emotions & Results | Complex systems and projects | Scoop.it
What are the key ingredients of great leadership today? Thousands of comments on high performing leaders, study finds key to good vs great

Via David Hain, Jose Luis Anzizar
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Ellen Naylor's curator insight, June 5, 8:02 AM

Good leaders are not only smart, but have high EQ. They think about others and let reporting people know how important they are. Their passion is infectious, and emotional connection makes the day. I wish we had more of that in corporations today, where most of the labor force is disengaged, and doesn't look forward to their work day.

Frank J. Papotto, Ph.D.'s curator insight, June 6, 8:25 AM

An interesting approach to identifying leader attributes.  To apply these findings, use the purposeful leadership approach that emphasizes the themes of broad alignment, robust engagement, sustainable adaptation and superb execution.  One can clearly see these themes reflected in the summaries of comments described. The common leadership and  management concepts seen here repeatedly emerge in other work: consideration of people, structuring of tasks, managing change, and  envisioning and inspiring a sense of purpose for example...

Lisa McCarthy's curator insight, June 6, 9:40 AM

Fascinating research.  Here are the main themes:

  • Leadership is about people.
  • Passion and purpose are infectious.
  • Top performers go deeper emotionally – not just caring, but personal caring.  Not just a good attitude, but giving the energy for people to smile.
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Great is the power of steady misrepresentation

Great is the power of steady misrepresentation | Complex systems and projects | Scoop.it

I promised yesterday to clarify some aspects of Cynefin.  This was triggered by Roger's Linked In post and some of the response (reported yesterday) but it is not a specific response.  Rather see it as a summary of multiple responses both articulated or otherwise over the last few years.  

Philippe Vallat's insight:

Cynefin Framework clarified by Dave Snowden. Must read!

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Welches Leadership in der Komplexität?

Welches Leadership in der Komplexität? | Complex systems and projects | Scoop.it

Wenn man den Unterschied zwischen komplizierten und komplexen Projekte, dann weiss man dass komplexe Projekte zusätzliche spezielle Fähigkeiten erfordern. Sind hier mehr technische Kompetenzen gefragt? Kaum…

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The High Cost and Risk of your Projects' Unknown Unknowns

First the BAD news

All of the major project disasters of the past 30 years were overseen or ‘governed’ by otherwise competent executives who did not know what to do or how to act as their project failed.


Via Claude Emond
Philippe Vallat's insight:
  • Project governance is about improving the business.
  • Project governance is about managing the business to realize the business outcomes, benefits and value.
  • The primary measures of success are the full delivery of the clearly specified and measurable desired business outcomes, benefits and value.
  • The key governance role is to protect and deliver the full business value of the project. To ensure that whatever the project is doing, it is not damaging or destroying the business value.
  • The business value is only realized when the solution is fully operational.


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Philippe Vallat's curator insight, May 21, 6:31 AM
  • Project governance is about improving the business.
  • Project governance is about managing the business to realize the business outcomes, benefits and value.
  • The primary measures of success are the full delivery of the clearly specified and measurable desired business outcomes, benefits and value.
  • The key governance role is to protect and deliver the full business value of the project. To ensure that whatever the project is doing, it is not damaging or destroying the business value.
  • The business value is only realized when the solution is fully operational.


Didier Lebouc's comment, May 22, 11:25 AM
I agree on the fact that uknown unknowns are the greatest risks in a project.
Didier Lebouc's comment, May 22, 11:26 AM
I totally disagree on the explanations driven by a clear separation between project (and its "governance") and business. This approach is too mechanical and not sufficiently holistic.
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Lead Through Personality Complexity: Enough with Change Resistance Already!

Lead Through Personality Complexity:  Enough with Change Resistance Already! | Complex systems and projects | Scoop.it

People don't resist change, they resist being changed. Enough with regurgitating this awesome quote, start THINKING about what it means!


______________

...there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.



Via Deb Nystrom, REVELN
Philippe Vallat's insight:

Because complexity management has something to do with emergence, and emergence leads to change...

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Deb Nystrom, REVELN's curator insight, May 19, 12:49 PM

Leading through complexity is an essential element of change management.  This post  is a good reminder of the layers of difference in change adoption - useful for Jungians - and the MBTI familiar  (Myers Briggs, Keirsey) as well as those using similar personality tools.  


It's also a good reminder for leaders, who know the nuances of any personality assessment.  It highlights that your perspective is quite limited.  Different perspectives of those on your leadership team, if they are diverse and helpful in their differences, and speak up, is of great value in true leadership teamwork.  ~  D

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How can governments deal with complexity? The kryptonite of strategic thinking

How can governments deal with complexity?  The kryptonite of strategic thinking | Complex systems and projects | Scoop.it

The more complex a problem, the more difficult it is to come up with a long-term plan, Insead professor Yves Doz says. 

"We are looking at the way in which national governments can become more integrated, can become more strategic, can take a longer-term perspective, [rather] than just be hostage to the political agendas and the political time frames, and that is obviously quite challenging.

We have been finding two or three interesting things."

Philippe Vallat's insight:

Worth reading. I like especially:

"We should be aware that beyond a certain point, the complexity is going to defeat attempts at being rational."

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Eli Levine's curator insight, May 13, 9:45 AM

Four words: brain implants and computers.

 

We need to learn about the social, economic and environmental physics and how our individual, organizational and collective actions impact everyone and everthing else on this planet.  Then we can develop increasingly accurate models for mapping out what is the optimal state or what is the optimal path to get to that optimal state and then let the programs run their course.

 

Most likely we won't get to that point, owing to one potential calamity or another that could ruin the research.  However, the technology is advancing and the perspective of the universe is being reached.  No more can we afford to live in a world of our own brain's creation.  It's time to embrace the reality that is us and around us for what it is and accept it/work with it as such.  For our own sakes, as much as for everyone elses' sake.

 

Think about it.

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Imaginer ensemble pour créer l'avenir

Imaginer ensemble pour créer l'avenir | Complex systems and projects | Scoop.it
Nous sommes tous des créatifs, il nous est naturel d’avoir des idées. Malheureusement, nous sommes souvent découragés de les exprimer. Si individuellement cela peut nous intimider, essayons autrement : partageons-les, pour nous aussi créer l’avenir de notre société.
Philippe Vallat's insight:

Sir Ken Robinson: "Nous gérons des systèmes éducatifs où la pire chose que nous pouvons faire, c’est se tromper. Le système nous forme ainsi à nous éloigner de nos capacités créatives. »

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Le manifeste des salariés pour un nouveau leadership

Le manifeste des salariés pour un nouveau leadership | Complex systems and projects | Scoop.it

Via Philippe Olivier Clement
Philippe Vallat's insight:

Plutôt qu'un manifeste, c'est un "coup de gueule"

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François Biller's curator insight, May 1, 3:17 AM

Je suis persuadé qu'une tournure positive des débuts de phrase serait plus ouverte et engageante .

Claude Emond's curator insight, May 2, 4:59 PM

Description de tâches pour les boss !!

François Pellerin's curator insight, May 2, 11:16 PM

Une version revisitée et musclée des préceptes énoncés dans le livre de Getz Liberté et Cie

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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, 1:55 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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Comment prendre une bonne décision? (Vidéo, 50')

Comment prendre une bonne décision? (Vidéo, 50') | Complex systems and projects | Scoop.it
Qu’il s’agisse d’une paire de chaussures ou de son partenaire pour la vie.... nous savons tous combien il est difficile de faire le bon choix. Une décision réfléchie est l’aboutissement d’un processus complexe que nous raconte avec un humour très british ce reportage de la BBC. Nous verrons notamment que pour résoudre des équations humaines subtiles, il peut être judicieux d’avoir recours à des formules mathématiques !
Philippe Vallat's insight:

Très bonne émission qui couvre bien le thème.

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Philippe Vallat's curator insight, April 18, 7:28 AM

Très bonne émission qui couvre bien le thème.

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Zones d’inconfort et ancres de certitude (1/2): la peur

Zones d’inconfort et ancres de certitude (1/2): la peur | Complex systems and projects | Scoop.it

Qu'on le veuille ou pas, l'incertitude génère inconfort, inquiétude, peur voire anxiété, soit des émotions « managérialement incorrectes » dans un monde où certains croient encore dur comme fer que la décision dite rationnelle est le summum de l'intelligence de l'homo economicus.

Philippe Vallat's insight:

1ère partie d'une réflexion sur les ancres de certitude: la peur

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Anne-Laure Delpech's curator insight, April 7, 1:24 AM

Un excellent billet sur l'incertitude, la peur et le courage ! 

A lire absolument pour avoir une vision synthétique de ce que l'incertitude provoque chez nous et chez les autres. 

Loïc CARO's curator insight, April 7, 1:37 AM
Anne-Laure Delpech's insight:

"Un excellent billet sur l'incertitude, la peur et le courage ! 

A lire absolument pour avoir une vision synthétique de ce que l'incertitude provoque chez nous et chez les autres. "

Avec plaisir!