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The new dynamics of strategy: Sense-making in a complex and complicated world

by C. F. Kurtz, D. J. Snowden
In this paper, we challenge the universality of
three basic assumptions prevalent in
organizational decision support and strategy:
assumptions of order, of rational choice and of intent.

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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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Rescooped by Philippe Vallat from Black swans, risks and crisis
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Analyse des réseaux sociaux appliquée à l’éthologie et l’écologie - Les Éditions Materiologiques - Cédric Sueur (Ed.)

Analyse des réseaux sociaux appliquée à l’éthologie et l’écologie - Les Éditions Materiologiques - Cédric Sueur (Ed.) | Complex systems and projects | Scoop.it

http://www.materiologiques.com/Analyse-des-reseaux-sociaux

 

En entendant les termes «  réseaux sociaux  », vous penserez probablement à Facebook ou Twitter. Dans ce livre, ce terme est évidemment à comprendre autrement. Les animaux interagissent et communiquent notamment au sujet de la nourriture et de la reproduction. Dans un milieu écologique donné, les espèces tissent des liens de compétition, d’exclusion, de prédation, de coopération. La façon dont les espèces et les individus interagissent influence le réseau qu’ils forment, réseau plus ou moins dense, centralisé ou modulaire. L’analyse de tels réseaux sociaux est un puissant outil mobilisé en éthologie et en écologie pour étudier la structure des sociétés à toute échelle, de l’individu à la population, entre individus de la même espèce ou d’espèces différentes, entre écosystèmes. Différentes interactions, intragroupes, intergroupes ou même interespèces (entre proies et prédateurs, par exemple) peuvent être analysées avec les mêmes méthodes. Cette généralité d’application signifie que nous pouvons étudier comment le comportement d’un individu ou d’une espèce influence le réseau, mais que nous pouvons également déterminer l’influence du réseau et de ses propriétés sur la survie et la reproduction des individus constituant un groupe ou une population. Ce type de boucle de rétroaction est essentiel dans la compréhension de l’émergence et de la stabilité des systèmes sociaux et écologiques. Cependant, la combinatoire qui résulte de ces interactions peut alors devenir considérable, et de fait, inextricable sans les outils adéquats (informatique, simulation numérique, modélisation, théorie des graphes, étude des systèmes complexes, etc.) que ce livre expose. Outre la présentation des enjeux scientifiques et appliqués de ces méthodes et démarches, on y lit la vitalité des interactions et convergences disciplinaires entre écologues, éthologues, généticiens des populations, informaticiens, mathématiciens…

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Olivier Soudieux : “Laisser une grande place au chaos constitue la plus sûre façon d’aborder l’incertain”

Olivier Soudieux : “Laisser une grande place au chaos constitue la plus sûre façon d’aborder l’incertain” | Complex systems and projects | Scoop.it
Lorsqu'Olivier Soudieux pense gestion des risques, il ne pense pas objectifs chiffrés trop élevés ou parts de marché en recul
Philippe Vallat's insight:

Présenté ainsi, c'est beacuoup de bon sens, du vécu. Rares sont encore les organisations qui adhèrent et pratiquent cette vision organique, vivante de leur fonctionnement.

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Using complexity-inspired techniques to help resolve conflicts

Using complexity-inspired techniques to help resolve conflicts | Complex systems and projects | Scoop.it
The world is full of bloody conflicts that can drag on for decades. Some researchers are trying to find resolutions through complexity science.
Philippe Vallat's insight:

Voilà un exemple de pensée élaborée pour aborder des problématiques complexes (par opposition à la pensée linéaire, mono-causale, superficielle, courante). "Using complexity-inspired techniques to help resolve conflicts"

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Rescooped by Philippe Vallat from Leadership Lite
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Study Reveals 4 Leadership Trends In Dealing With Complexity

Study Reveals 4 Leadership Trends In Dealing With Complexity | Complex systems and projects | Scoop.it
No longer is it enough to rely upon the leadership and managerial principles instilled upon you after initially arriving at your position years ago. Technology has changed, which means how you go about communicating and inspiring others has changed, as well.

Via David Hain, Kevin Watson
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David Hain's curator insight, April 2, 6:13 AM

"How we see the problem is the problem!" Nice point!

Jaro Berce's curator insight, April 4, 8:33 AM

More complexity?

Ron McIntyre's curator insight, April 4, 9:20 AM

Technology changes are NOT going to slow down so we must adapt leadership styles to incorporate the changes and maintain value structures that sustain the organization.

Rescooped by Philippe Vallat from 21st Century skills of critical and creative thinking
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The Power of Not Knowing

The Power of Not Knowing | Complex systems and projects | Scoop.it

When was the last time you said “I don’t know” in a business or organizational context, with the idea that your honesty would actually get you somewhere?

 

 

 

 

 

 

 


Via Kenneth Mikkelsen, Stephen Dale, Lynnette Van Dyke
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Stephen Dale's curator insight, March 20, 7:42 AM

Memories can be considered dormant or stored expressions of energy. Thoughts can lead us in previously unimagined directions. So perhaps ‘knowledge’ is actually the power in not knowing, as well as realising that what we don’t know matters more than what we think we know. It is the practice of constantly becoming ‘knowledgeable’, or, developing the ability to send and receive knowledge, rather than having to own it or store it.


Reading time: 15mins

Graham Ward's curator insight, March 22, 3:34 PM

Great article which begins with a great question: How does what we know get in the way of what we don't know?

Véronique Calvet's curator insight, April 3, 1:48 PM

“How does what we know get in the way of what we don’t know?” Liz Wiseman

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If Greece Embraces Uncertainty, Innovation Will Follow

If Greece Embraces Uncertainty, Innovation Will Follow | Complex systems and projects | Scoop.it

Countries that score high on uncertainty avoidance score low on innovation (as measured in the innovation union scoreboard of the European Commission) and high on bureaucracy (as measured on the easiness to do business ranking of the World Bank).

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Identifying and Acting on Early Warning Signs in Complex Projects

While some project managers may experience a "gut feeling" about impending problems during a complex project, most acknowledge that they're not very good at detecting or acting on these early warning signs.

Philippe Vallat's insight:

"Gut feelings" or Intuition: a valuable ressource under uncertainty

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William Smith's curator insight, March 7, 1:31 PM

I've learned that "gut feeling" is important but planning, executing and monitoring and controlling are most important. Good read.

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Du besoin de savoir penser

Du besoin de savoir penser | Complex systems and projects | Scoop.it

Dans son dernier ouvrage « La faillite de la pensée managériale » (1), François Dupuy s’attache à démonter le mécanisme par lequel la pensée managériale conduit les dirigeants, par le biais de décisions paresseuses (2), dans des impasses aux conséquences très concrètes. Examinons ensemble ce qui conduit à une pensée ordinaire et explorons les attitudes qui permettraient d’aller vers une connaissance élaborée.

Philippe Vallat's insight:

et vous, comment pensez-vous?

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How do we deal with complexity?

How do we deal with complexity? | Complex systems and projects | Scoop.it
Is today any more volatile, uncertain, complex or ambiguous (VUCA) than previous ages? That's up for debate, but nobody denies that volatility, uncertainty, complexity and ambiguity are major chall...

Via F. Thunus
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Understanding the Beer Game

Understanding the Beer Game | Complex systems and projects | Scoop.it

The Beer Game illustrates how difficult it is to manage dynamic systems. It was originally developed in the late 1950 s by Jay Forrester at MIT to introduce the concepts of dynamical systems. This blog post investigates the effect of different playing strategies.


Via Jürgen Kanz
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Complex environments push 'brain' evolution

Complex environments push 'brain' evolution | Complex systems and projects | Scoop.it
Little animations trying to master a computer game are teaching neuroscience researchers how the brain evolves when faced with difficult tasks. Neuroscientists have programmed animated critters that they call 'animats.' The critters have a rudimentary neural system made of eight nodes: two sensors, two motors, and four internal computers that coordinate sensation, movement and memory.
Philippe Vallat's insight:

Quote: ""This shows that a rich environment is a driving force towards developing both complexity and integration,"

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The ethics of unintended consequences

The ethics of unintended consequences | Complex systems and projects | Scoop.it

In a complex adaptive system we have dispositionality not causality, so when we act we cannot know what will happen.  That means we need to maintain the ability to respond quickly, something I brought in at the end when I talked about complexity approaches to project management.

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Complexity Lab - YouTube

Complexity Lab - YouTube | Complex systems and projects | Scoop.it
Foton Labs is an online resource dedicated to the area of complex systems providing a broad group of people with, information, research, learning and media c...

Via Christophe Bredillet
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The World Is More Complex than It Used to Be

The World Is More Complex than It Used to Be | Complex systems and projects | Scoop.it
It’s not you — the world has become more complex. Consider 1980. There was no such thing as a personal computer. The Internet and broadband connections to it were more than a decade away. You used film to take pictures, got them developed in a photo shop, and mailed copies to relatives if you wanted […]

Via Jürgen Kanz
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enrique rubio royo's curator insight, April 18, 8:09 AM

No todos tenemos el mismo nivel de percepción de la actual "Brecha de la Complejidad", aunque ...

"Complex systems are unforgiving places for companies, and people, who move slowly"

Recomendable lectura.

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Networks and Regenerative Thinking

Networks and Regenerative Thinking | Complex systems and projects | Scoop.it
“Abstraction is the enemy wherever it is found.... Local life may be as much endangered by those who would 'save the planet' as by those who would 'conquer the world.' For 'saving the planet' calls...
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The Cynefin Framework: Using the Most Appropriate Problem-Solving Process

The Cynefin Framework: Using the Most Appropriate Problem-Solving Process | Complex systems and projects | Scoop.it
What's the best way to solve your problem? Use the Cynefin Process to find out #management http://ow.ly/KDlnr pic.twitter.com/M8un4oCuD4

Via F. Thunus
Philippe Vallat's insight:

Easy to understand and apply!

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Is project management really rocket science?

Philippe Vallat's insight:

I strongly disagree with Ralf's statement pretending that "Projects are not complex. (...) People and poor management of the project are what make project management complicated."

It's a kind of insult to me, could be read as "Projects are basically easy, the world is basically perfect, BUT we have bad luck having to deal with humans...". It's a denial of reality, seing problems and risks where there is creativity and life.

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Rescooped by Philippe Vallat from Mindfull Decision Making
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How Uncertainty Fuels Anxiety

How Uncertainty Fuels Anxiety | Complex systems and projects | Scoop.it
People who are less able to tolerate uncertainty worry more.

Via Anne Leong, Philippe Vallat
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Rescooped by Philippe Vallat from Le Zinc de Co
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L'intelligence collective

L'intelligence collective | Complex systems and projects | Scoop.it
Est-il possible de mesurer l'intelligence collective? Extrait du livre de Michel Moral et Florance Lamy (psychologie, organisation, coaching, entreprise, coach, équipe, développement).

Via Nathalie Carpentier, Corinne Chauffrut Werner
Philippe Vallat's insight:

Quelques-uns des résultats:

  • si une ou deux personnes mobilisent la parole dans un collectif, l’intelligence collective chute brutalement
  • La présence de femmes dans le groupe est corrélée avec l’intelligence collective
  • la cohésion, la motivation et la satisfaction seraient de médiocres contributeurs à l’intelligence collective
  • L’intégration affective est une variable qui inclut la confiance, le respect, l’appréciation affective de l’autre, la cohésion et la discussion ouverte. Lorsqu’elle est basse, le groupe a tendance se diviser, ce qui à son tour réduit l’intégration affective et ainsi de suite. Cette spirale descendante provoque de l’insatisfaction et de pauvres performances.
  • les équipes les plus performantes sont celles qui forment le moins de sous-groupes et ont une basse intégration cognitive: la créativité collective aurait besoin de controverse, des points de vues trop proches ou trop compréhensifs n’étant pas propices à la génération d’idées nouvelles.
  • l’auto-motivation intérieure tournée vers le « Nous » améliore sensiblement les performances collectives
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Thérèse SCHUBETZER's curator insight, March 18, 4:33 PM

« Une entreprise a besoin d’ordre pour survivre et de désordre pour évoluer. »
Peter Drucker

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Managing with complexity: a pragmatic and ethical imperative

Managing with complexity: a pragmatic and ethical imperative | Complex systems and projects | Scoop.it
By Professor Hamid Bouchikhi, ESSEC Business School A leader’s role is to make decisions, often in a hurry and on the basis of partial or more or less reliable information. Generally speaking, busi...
Philippe Vallat's insight:
Indeed, only few leaders are willing to understand and embrace complexity
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Rescooped by Philippe Vallat from Mastering Complexity
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7 reasons you shouldn't touch systems thinking

7 reasons you shouldn't touch systems thinking | Complex systems and projects | Scoop.it
This is an old post, but if you're going to read one of my posts read this one, especially if you're new to systems thinking and it sounds interesting .  It's not necessarily a warning, but it seem...

Via Patrick Verdonk, Ides De Vos
Philippe Vallat's insight:

I like it!

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On the Incompleteness of Science

On the Incompleteness of Science | Complex systems and projects | Scoop.it
By now we know that empirical research can be more effective than scientific research when studying the social sciences, but what can we do when the problem we are trying to address is too large and complex, and how can we make sure that our assumptions always map to physical reality?In an earlier article, I wrote about physical reality as the reification of an abstract concept. I did not mean that physical reality itself is abstract. I was giving an illustration of physical reality as a concept that would be assumed in science in order to avoid ontological discourses and make progress (hidde
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Rescooped by Philippe Vallat from Systems Thinking
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Planning for Complexity

Planning for Complexity | Complex systems and projects | Scoop.it

“Planning is a challenge even in the best of times. Here are some suggestions to help initiate a process of active planning and plan-full actions.”


Via Jürgen Kanz
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Why KPIs are not the answer for complex systems (part 2)

Why KPIs are not the answer for complex systems (part 2) | Complex systems and projects | Scoop.it
RT @SLHBENNETT: New thinking about #KPIs, tradeoffs and change in organizations. http://t.co/9FLlfz77l6 via @smbounds #complexity http://t.…

Via Jürgen Kanz
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Leverage Points: Places to Intervene in a System (Donella Meadows)

Leverage Points: Places to Intervene in a System (Donella Meadows) | 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:

Must read for any systems thinker.

Texte similaire en français: http://vertcommeuneorange.blogspot.com/2011/12/effet-de-levier-ou-intervenir-dans-un.html

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