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Organiser pour la complexité

Beta Codex, ou comment rendre le travail à nouveau efficace
Comment mettre en œuvre des cellules décentralisées, innovantes et autonomes, pour faire face aux changements dans un monde complexe?


Via Denis Cristol, Nathalie Carpentier, Claude Emond, luiy
Philippe Vallat's insight:

Une bonne vue d'ensemble qui aborde intelligence collective, leadership, systémique

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Nathalie Carpentier's curator insight, January 12, 3:12 AM

Dans un environnement complexe, comment travailler efficacement.

Claude Emond's curator insight, January 12, 8:32 AM

Principes agiles à l'oeuvre. Vraiment exhaustif et très très bien fait. L'organisation du travail  telle qu'elle doit être pour fonctionner au 21e siècle: basée sur l'intelligence collective, agile (auto-organisation) et certainement plus durable que l'impossible commandement et contrôle.

Anne-Laure Delpech's curator insight, February 3, 8:24 AM

une vision intéressante de la complexité et des évolutions managériales qu'elle impose. 

Management of complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindfull, complex adaptive leadership
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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 | Management of 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!

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Project Management Strategies for Complex Projects: Case Study Report

Project Management Strategies for Complex Projects: Case Study Report | Management of complex systems and projects | Scoop.it
TRB’s second Strategic Highway Research Program (SHRP 2) Renewal Project R10 has released a non-edited version of a report titled Project Management Strategies for Complex Projects: Case Study Report that describes fifteen U.S.

Via Christophe Bredillet
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Christophe Bredillet's curator insight, April 6, 2:30 PM

Worthwhile reading the 3 reports.

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Poor Governance creates complexity

Poor Governance creates complexity | Management of complex systems and projects | Scoop.it
Good governance reduces ambiguity and complexity.
Philippe Vallat's insight:

Back to the roots! the main and central mission of management is: reduce ambiguity and uncertainty. How? by deciding!

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8 Psychological Benefits of Being Humble

8 Psychological Benefits of Being Humble | Management of complex systems and projects | Scoop.it
What hope for humility as society celebrates over-confidence, entitlement and the ego?

The poet Tennyson once said that humility is, “the highest virtue, the mother of them all.”

Yet society celebrates over-confidence, entitlement and a perpetual focus on the self.

People are increasingly competitive, attention-seeking, narcissistic, obsessed with their appearance and entitled.

A new study, though, underlines eight ways in which being humble can help us improve our lives (Kesebir, 2014).

The author of the study, psychologist Pelin Kesebir, explains that:

“Humility involves a willingness to accept the self’s limits and its place in the grand scheme of things, accompanied by low levels of self-preoccupation.” (Kesebir, 2014).


Via Alessandro Cerboni
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L’ignorance est-elle l’arme absolue du leadership dans la complexité ?

L’ignorance est-elle l’arme absolue du leadership dans la complexité ? | Management of complex systems and projects | Scoop.it

'Il y a bien longtemps Socrate disait : “La seule chose que je sais, c’est que je ne sais rien”. Dans ce cadre de référence, je vous invite à lire un billet de Philippe Vallat sur le thème de l’ignorance au service de la gestion de la complexité :..'


Via Pascale_Masson
Philippe Vallat's insight:

Merci à @olivierzara pour la reprise et la prolongation de ma réflexion sur l'ignorance dans les systèmes complexes

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Nathalie Olivier's curator insight, March 24, 1:52 AM

Accepter que l'on ne sait pas tout, loin de là...

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Paul Watzlawick - Quand la solution est le problème (vidéo 45')

Conférence du psychothérapeute Paul Watzlawick, enregistrée en 1987, à Stuttgart. Traduction française: Peter Cogen. Sous-titrage: Fabrice Pierredon.
Philippe Vallat's insight:

Sur le bon sens, les comportements obtus, les systèmes sans mécanisme de sauvegarde, notre psychologie humaine qui cherche de la cohérence plutôt que la vérité, les représentations (erronées) du monde, la réalité  etc. avec beaucoup d'humour. A (re)voir.

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Philippe Vallat's curator insight, March 22, 1:27 PM

Sur le bon sens, les comportements obtus, les systèmes sans mécanisme de sauvegarde, notre psychologie humaine qui cherche de la cohérence plutôt que la vérité, les représentations (erronées) du monde, la réalité  etc. avec beaucoup d'humour. A (re)voir.

Miklos Szilagyi's curator insight, March 23, 12:04 AM

A classic from one of the most interesting therapeuta and thinker, author of Palo Alto Mental Research Institute... I have found it earlier in German on youtube but now it's also with French subtitle... his books are really amazing,  at the time a very new insight how people are thinking...

 

Just to mention some of his books (in English):

- Change

- Language of change

- How real is real

- The invented reality (editor and author)

- Situation is hopeless, but not serious (not the script of the similarly titled film comedy...:-)))

 

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CPM Competency Standards | International Centre for Complex Project Management

CPM Competency Standards | International Centre for Complex Project Management | Management of complex systems and projects | Scoop.it

To enable the best possible prospect for success complex project managers require additional skills, knowledge and experiences in order to operate effectively in complex environments.

Philippe Vallat's insight:

The complexity of defining complex project manager competencies means that such competencies cannot be assessed against role descriptions using a traditional reductionist approach.
These standards apportion the role description of complex project managers across nine Views:

  • View 1 – Systems Thinking and Integration
  • View 2 – Strategy and Project Management
  • View 3 – Business Planning, Lifecycle Management, Reporting and Performance Measurement
  • View 4 – Change and Journey
  • View 5 – Innovation, Creativity and Working Smarter
  • View 6 – Organisational Architecture
  • View 7 – Leadership and Communication
  • View 8 – Culture and Being Human
  • View 9 – Probity and Governance
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Antifragile: Benefiting from Life's Ups & Downs

Antifragile: Benefiting from Life's Ups & Downs | Management of complex systems and projects | Scoop.it
Chaos, disorder, volatility, turmoil, errors and uncertainty: we will run into them, or they will run into us. Why not use them as “allies” in our development of self?
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Complexity in project management

Complexity in project management | Management of complex systems and projects | Scoop.it

The technology explosion that has revolutionized our capabilities has also created new risks — including a greater risk exposure for organizations if their projects and programs go wrong. In fact, for every US$1 billion dollars spent on projects, US$135 million is lost forever. (Source: PMI 2013 Pulse of the Profession®).

Compound this reality with the pitfalls of human behavior, system behavior, ambiguity and a global marketplace, and suddenly the project environment is highly complex with a lot of money at stake.  Ultimately, how your organization anticipates, comprehends and handles complexity determines its fate.

Philippe Vallat's insight:

Nice work, but still some views which are not helpfull for complex projects, as "listen to experts" (chap. 4.2.5). By high uncertainty and unk unks, expertise is not of big help (for it confirms the belief that all can be known or mastered).


Further, the following keywords do not appear:

  • intuition
  • collective intelligence
  • improvisation
  • agile
  • iteration
  • courage
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Pilotez vos projets en entreprise avec la PNL - Ebook gratuit

Pilotez vos projets en entreprise avec la PNL - Ebook gratuit | Management of complex systems and projects | Scoop.it
Ce livre présente un ensemble de techniques concrètes, et faciles à mettre en oeuvre pour conduire efficacement vos projets en entreprise. Basés sur les travaux de la PNL (Programmation Neuro Linguistique), ces outils sont issus de la modélisation des situations de réussite. A partir d'exemples simples et de situations vécues, vous découvrez comment accompagner vos équipes vers la réussite de tous vos projets.

Via Claude Emond, MarcBonnemains, exampm
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Claude Emond's curator insight, February 12, 7:23 AM

Le livre de Jérôme Savajols sur le pilotage de projet.Premier livre en français qui propose l'utilisation de la PNL (programation neuro-linguistique) et de ses outils pour améliorer la performance des équipes de projets. Vous pouvez télécharger le livre gratuitement au bas de la page.

Aline Choupin's curator insight, February 21, 2:57 AM

Les projets ce sont des équipes donc des humains. Toutes facilitation pour motiver, résoudre les conflits et donner une vision est un plus énorme !

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Don't Be An Expert (But if Unavoidable, Be a Fox, and Use Models)

Don't Be An Expert (But if Unavoidable, Be a Fox, and Use Models) | Management of complex systems and projects | Scoop.it
“The fox knows many things, but the hedgehog knows one big thing.” ~ Archilochus In 2005, Philip Tetlock published a widely acclaimed book, “Expert Political Judgment: How Good Is It? How Can We Kn...
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Philippe Vallat's curator insight, February 16, 12:12 PM

Ironically, the more famous the expert, the less accurate his or her predictions tended to be. The less successful forecasters tended to have one big, beautiful idea that they loved to stretch, sometimes to the breaking point. They tended to be articulate and very persuasive as to why their idea explained everything… they are more entertaining… The media loves them… Experts in demand were more overconfident than their colleagues who eked out existences far from the limelight…”

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The Pain of Creating

In the process of contributing to this blog, I am learning that writing is not such an easy task.

Philippe Vallat's insight:

"To create requires the creator to immerse him- or herself in the chaos and messiness of creating. To create one must submerge him- or herself in their own being, to feel the confusion, the angst, and the darkness that serves as the basis of this new thing that he or she is generating. It is this internal wrestling that enables the artist to see the world from a more emotional, spiritual, and psychological perspective."

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Philippe Vallat's curator insight, February 8, 12:08 AM

"To create requires the creator to immerse him- or herself in the chaos and messiness of creating. To create one must submerge him- or herself in their own being, to feel the confusion, the angst, and the darkness that serves as the basis of this new thing that he or she is generating. It is this internal wrestling that enables the artist to see the world from a more emotional, spiritual, and psychological perspective."

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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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The four types of incertitude – Tom Vladeck

The four types of incertitude – Tom Vladeck | Management of complex systems and projects | Scoop.it

This post was inspired by a recent tweet:

With uncertainty the underlying distribution of outcomes is undefined; with risk we know the distribution. http://t.co/rnUtv32YOg

— Tren Griffin (@trengriffin) March 30, 2014

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Philippe Vallat's curator insight, April 7, 5:24 AM

About risk - uncertainty - ambiguity - ignorance

Miklos Szilagyi's curator insight, April 12, 9:40 AM

Good point... look at the quadrates of outcome/probability and certitude/incertitude...:-))) that is it...

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Par pitié, arrêtons avec le "courage managérial" !

Par pitié, arrêtons avec le "courage managérial" ! | Management of complex systems and projects | Scoop.it
Cette nouvelle mode dans le vocabulaire managérial agace particulièrement Sylvie Deffayet Davrout, professeur de management à l'EDHEC Business School. En effet, qui voudrait devenir manager si cela implique d'être un héros ?

Via Frédéric Brutier
Philippe Vallat's insight:

Malheureusement dans cet article il est insuffisamment expliqué que le courage ne fait de sens que lorsque la peur existe, donc justement lorsque le manager se trouve désemparé, impuissant. Autorité, management, encadrement sont des actes, le courage est un état intérieur face à un défi (quelque chose qui dépasse mes ressources et compétences usuelles).

Voir http://www.comitans.ch/fr/blog-philippe-vallat/leadership-dans-l-incertitude/145-la-peur

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Le bêtisier du management des projets complexes

Le bêtisier du management des projets complexes | Management of complex systems and projects | Scoop.it

Certainement aucune intention de nuire. Mais des habitudes et comportements tenaces, automatisés, qui plomberont sans doute aucun vos projets complexes. Voyez plutôt.

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March 2014 Newsletter | International Centre for Complex Project Management

March 2014 Newsletter | International Centre for Complex Project Management | Management of complex systems and projects | Scoop.it

In this edition you will find information on:

  • ICCPM Annual Conference 2014
  • Membership Survey
  • Research Roadmap
  • LinkedIn Discussion Group
  • Australian Risk Policy Institute
  • New Associate Partners
  • Systems Thinking Course review
  • CRC Update
  • Recommended Reading
  • PM Global Symposium

Via Claude Emond
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Quantum Mechanics, Spirituality and Leadership - Forbes

Quantum Mechanics, Spirituality and Leadership - Forbes | Management of complex systems and projects | Scoop.it
Quantum Mechanics, Spirituality and Leadership
Forbes
Another common misstep in leadership studies is to solely consider the experiences and views of followers.

Via Christophe Bredillet
Philippe Vallat's insight:
The best definition of leadership ever: "Leadership is about stepping into the unknown, and creating conditions that don’t yet exist. Leaders envision a better future for their people that they (the people) don’t often initially recognize or understand. As a consequence, a leader faces huge resistance along the way. Leadership is not a popularity contest. If anything, it might be the opposite."
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Philippe Vallat's curator insight, March 24, 12:38 PM

The best definition of leadership ever:

"Leadership is about stepping into the unknown, and creating conditions that don’t yet exist. Leaders envision a better future for their people that they (the people) don’t often initially recognize or understand. As a consequence, a leader faces huge resistance along the way. Leadership is not a popularity contest. If anything, it might be the opposite."

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La sagesse : vertu ou faiblesse de management ?

Plus que jamais, la crise économique est prétexte au management par la crise. Les managers demandent toujours plus, plus, plus aux collaborateurs. Mais peut-on infiniment demander toujours plus ? Retrouver une certaine sagesse dans le management ne pourrait-il pas constituer une nouvelle forme de considération et de motivation ?
Philippe Vallat's insight:

La sagesse: avec le courage, une compétence indispensable pour gérer la complexité et l'incertitude

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Competencies for Managers of Complex Projects

Increased project complexities are forcing organizations to take a hard look at the necessary skill sets and capabilities for individuals who are managing and directing these large, complex projects.

Philippe Vallat's insight:

Quote: "Project Directors are no longer simply accountable for delivery. They are acting as ‘mini-CEOs’ covering a large spectrum of activities. Intellectual and technical skills are of course necessary but behavioural and communicative dimensions – or leadership intelligence – are now crucial for success."


Needed competencies:

  • strategic focus
  • leading change
  • innovative and creative
  • wisdom and courage
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Des ressources pratiques pour gérer les projets complexes

Des ressources pratiques pour gérer les projets complexes | Management of complex systems and projects | Scoop.it

Bien que la gestion des projets complexes soit avant tout une question de leadership et d'intelligence émotionnelle, il est bon d'enrichir continuellement sa caisse à outils de gestion de projet. C'est pourquoi je vous propose ici quelques ressources utiles.

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Aline Choupin's curator insight, February 24, 6:10 AM

parfaitement en ligne avec M. Vallat !

Rescooped by Philippe Vallat from Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here)
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The blog of Collective Intelligence

(by George Pór)

Collective intelligence is the capacity of biological, social, and cognitive systems to evolve towards higher order complexity and harmony, through such innovation mechanisms as variation-feedback-selection, differentiation-integration-transformation, and competition-cooperation-coopetition.


My intention for this blog is to contribute to the dialogue between those perspectives on CI and to explore and push the edge of their (combined) contribution to the movements of transition to a sustainable, post-capitalist world.


Via Claude Emond
Philippe Vallat's insight:

Un blog à suivre (en anglais), très richement documenté

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Claude Emond's curator insight, February 19, 7:15 PM

That's it. The title says it all

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Systemisches Projektmanagement: Eine Annäherung.

Systemisches Projektmanagement: Eine Annäherung. | Management of complex systems and projects | Scoop.it
Neulich wurde auf dem Projektmagazin der erste Teil meines Beitrags "Systemisches Projektmanagement – Wie können komplexe Projekte gelingen?" veröffentlicht
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'If You Can't Measure It, You Can't Manage It': Not True

'If You Can't Measure It, You Can't Manage It': Not True | Management of complex systems and projects | Scoop.it

hu

Fifteen years later I still find it weird that I sucked down so much nonsense working in the corporate world, lots of it without even noticing. I sat in workshops and seminars and heard the most patently ridiculous garbage shoveled at me and the other participants, year after year for [...]
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Shaker technologies's curator insight, February 12, 12:43 AM

We focus on the particles when waves are swelling and crashing all around us.

Great employees and great leaders manage the waves all the day, unmeasured and too often unseen. They manage customer relationships in the moment and over the long term. How do they do that so well, without benefit of yardsticks to guide them? How do they finesse and intuit and consult their way to the brilliant results they achieve, without the reports and tests that slow us down and annoy us in every other professional arena? Thank God, human processes like sticky conversations and the energy in a classroom or a conference room can’t be measured.

Those human waves have to be felt.

Miklos Szilagyi's curator insight, February 13, 12:49 AM

I actually love this...:-))) one of the bullshittiest of all...  The "M" from the SMART... which does not mean that SMART is not a good yardstick-model... it's good to help to structure your thinking process... the same thing for performance appraisal methods... they are good framework... but, please, don't take them too on face value, too seriously...

 

The same thing about all these test-mania in the schools and everywhere... that's the moment for me (excellent article, that's  courage...) to say that the earlier methods, writing and oral (!!!) exams were much more effective, OK, more subjective but at the end of the day, we are human and could be something more subjective than a human being?! Why do we try to hide this, fear of this? And try to robotize it? By that we are just stripping from all these processes  the only interesting part, the "human" element... They are dead seriously objective, only,  they are good for nothing or very very little...

 

Aline Choupin's curator insight, February 24, 6:35 AM

Liz completly nailed it !