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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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Management Models, Values & Principles?

Management Models, Values & Principles? | Complex systems and projects | Scoop.it
As part of the preparations for the Stoos Gathering I am collecting models, values and principles for management. Maybe you can help me?
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What is Transformational Leadership?

What is Transformational Leadership? | Complex systems and projects | Scoop.it
Transformational Leadership: Leading in Love and Truth Highlights from an Interview with John Morton, D.S.S.

Via Dr. Susan Bainbridge
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Complexity Thinking

An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
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Donnez-moi un chiffre!

Donnez-moi un chiffre! | Complex systems and projects | Scoop.it

J'ai participé à divers débats sur LinkedIn autour de la notion de « quantification de la complexité ». Sur ces forums, certains prétendent que la complexité non seulement peut être quantifiée, mais qu’elle doit l’être, que seule une telle démarche est rigoureuse et scientifique et qu’elle est la base indispensable de toute prise de décision sérieuse...

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Human evolution: Who are we becoming?

Human evolution: Who are we becoming? | Complex systems and projects | Scoop.it

Graves described human development as ‘an unfolding, emergent, oscillating, spiralling process’ marked by progressive movement upwards through increasingly complex stages. This upward movement is an adaptive response to our changing life conditions. So as our lives become more complex (ie more connected), we are prompted to develop higher, more complex thinking and behaviours in order to cope.

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Summary of Positive psychology Research by Martin Seligman

Summary of Positive psychology Research by Martin Seligman | Complex systems and projects | Scoop.it
Summary of Positive psychology Research by Martin Seligman. Here is a summary of the research findings (and areas of inquiry) in the area of positive psychology in the Positive Psychology Network Concept paper: ...
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Soyons prêts à entrer dans le monde de l'éthique et de la confiance

Soyons prêts à entrer dans le monde de l'éthique et de la confiance | Complex systems and projects | Scoop.it
" Vous connaissez le trio infernal qui conduit les entreprises dans le mur, et en font perdre le contrôle ?"..." Ce sont les process, les indicateurs de performance ( les fameux KPI's), et les reportings".

Via nicolas enderle
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Why Leaders Should Care About Cognitive Neuroscience

Why Leaders Should Care About Cognitive Neuroscience | Complex systems and projects | Scoop.it

I recently spoke to Michael Gazzaniga, who is the director of the SAGE Center for the Study of the Mind at the University of California, Santa Barbara.

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Edgar Morin : « Nous avançons comme des somnambules vers la catastrophe »

Edgar Morin : « Nous avançons comme des somnambules vers la catastrophe » | Complex systems and projects | Scoop.it
Que faire dans cette période de crise aiguë ? S'indigner, certes. Mais surtout agir.
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Philippe Vallat's comment, September 10, 2013 3:27 PM
Edgar Morin: "Un vrai politique ne se positionne pas dans l’immédiat mais dans l’essentiel", à méditer...
Rescooped by Philippe Vallat from Transformational Leadership
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To be successful, leaders should ask more critical questions

To be successful, leaders should ask more critical questions | Complex systems and projects | Scoop.it
Harvard Business School management professor Rob Kaplan often finds himself counseling business leaders that they’ve become too isolated.

Via Dr. Susan Bainbridge
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Rescooped by Philippe Vallat from Comment on travaille ensemble ?!
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Découverte de l'holacratie a travers un exemple

Découverte de l'holacratie a travers un exemple | Complex systems and projects | Scoop.it

Integral Vision a introduit l’Holacratie en France en 2008. A l’époque nous recherchions une alternative aux systèmes de gouvernance traditionnels, basés exclusivement sur une hiérarchie de pouvoir et une philosophie de management du type « Je ne ferai pas mon bonheur contre celui de mon chef » (leitmotiv préféré de mon dernier patron lorsque je travaillais au sein du groupe Bouygues).

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Via Claire Boutin
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Introduction to Complexity Concepts

This introduction to the basic concepts of Complexity science is intended to be easy to understand for all people interested in Complexity and its practical applications, Codynamics.

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Rescooped by Philippe Vallat from Bounded Rationality and Beyond
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On the Relevance of Extremes vs. Means in Organization Science

Scalability is a key element of complexity science. Many complex systems tend to be selfsimilar across levels—the same dynamics work at multiple levels. They are explained by scaling laws. Scalability is a key element of complexity science. Many complex systems tend to be selfsimilar across levels—the same dynamics work at multiple levels. They are explained by scaling laws. Scalability results from what Mandelbrot calls fractal geometry. A cauliflower is an obvious example. Fractals often show Pareto distributions and are signified by power laws. Researchers find organization-related power laws in intrafirm decisions, consumer sales, salaries, size of firms, movie profits, director interlocks, biotech networks, and industrial districts, for example. Power laws signify Pareto distributions, which show “fat tails,” (nearly) infinite variance, unstable means, and unstable confidence intervals. Pareto distributions are alien to most quantitative organizational researchers, who are trained in Gaussian statistics and are trained to go to great lengths to configure their data to fit the requirements of linear regression, normal distributions, and related statistical methods.


Via Alessandro Cerboni
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Rescooped by Philippe Vallat from Futurable Planet: Answers from a Shifted Paradigm.
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The new leadership paradigm richard barrett


Via Anne Caspari
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Rescooped by Philippe Vallat from Coaching de l'Intelligence et de la conscience collective
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Et si l'empathie était plus que jamais le moteur de notre civilisation. J.Rifkin

Il propose une relecture de l’histoire de l’humanité en y intégrant l’évolution des sentiments et des émotions. Il propose de faire de l’empathie un moteur de civilisation. Il veut nous faire comprendre correctement l’évolution sociale de l’élan empathique dans l’histoire de l’humanité pour démontrer qu’aujourd’hui la capacité innée des êtres humains à ressentir de l’empathie les uns pour les autres est au moins aussi forte que leur agressivité

Via Philippe Olivier Clement, Raphael Souchier, Christophe CESETTI
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Christophe CESETTI's curator insight, May 22, 2013 1:40 PM

les grand principes de RIFKIN exposés ici... en dessin http://ow.ly/licNw

Rescooped by Philippe Vallat from Management van processen
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Transformational Change Model

Transformational Change Model | Complex systems and projects | Scoop.it

Q.E.D. Foundation is an organization of adults and youth working together to create and sustain student-centered learning communities.


Via Grant Montgomery, Karen Steffensen, beleidsontwikkeling
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Rescooped by Philippe Vallat from Coaching de l'Intelligence et de la conscience collective
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Pour un management adapté à l’incertitude

Pour un management adapté à l’incertitude | Complex systems and projects | Scoop.it

Le rôle du manager n'est plus de chercher à apporter des réponses, que de permettre que les meilleures émergent, de regardersans à priori, lâcher prise, sentir ce qui attire et fédérer les énergies.


Via Philippe Olivier Clement
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The Complexity of Fear

The Complexity of Fear | Complex systems and projects | Scoop.it
Are you experiencing anxiety, or is it fear? By Mary C. Lamia, Ph.D....
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Rescooped by Philippe Vallat from Futurable Planet: Answers from a Shifted Paradigm.
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Emerging Concepts and Forms of Integral Leadership: Embodying a Radically New Development Paradigm

Emerging Concepts and Forms of Integral Leadership: Embodying a Radically New Development Paradigm | Complex systems and projects | Scoop.it

Good argument for new paradigm concepts and a vision of  "awareness-based, love-infused, presence-centered, evolutionary leadership”  (but beyond green meme concepts :-))  drawing on Steiner, Campbell, Kegan, Torbert, Wilber, etc. The article gives a solid overview over qualities, concepts and practices that are emerging and gives a taste on what a new paradigm of leadership and development "in relationship to nature, community and meaning"  could actually look like embodied, and nd most importantly, scaled up. AC


Via Anne Caspari
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The Importance of Mistakes in Complex Systems (TED)

Economics writer Tim Harford studies complex systems -- and finds a surprising link among the successful ones: they were built through trial and error. In this sparkling talk from TEDGlobal 2011, he asks us to embrace our randomness and start making better mistakes.

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Rescooped by Philippe Vallat from Black swans, risks and crisis
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The role of cognitive biases in project failure. The same thing will happen with the European and Italian rehabilitation projects in particular?

The role of cognitive biases in project failure. The same thing will happen with the European and Italian rehabilitation projects in particular? | Complex systems and projects | Scoop.it

There are two distinct views of project management practice: the rational view which focuses on management tools and techniques such as those espoused by frameworks and methodologies, and the social/behavioural view which looks at the social aspect of projects – i.e. how people behave and interact in the context of a project and the wider organisation. The difference between the two is significant: one looks at how projects should be managed, it prescribes tools, techniques and practices; the other at what actually happens on projects, how people interact and how managers make decisions. The gap between the two can sometimes spell the difference between project success and failure. In many failed projects, the failure can be traced back to poor decisions, and the decisions themselves to cognitive biases: i.e. errors in judgement based on perceptions. A paper entitled, Systematic Biases and Culture in Project Failure, by Barry Shore looks at the role played by selected cognitive biases in the failure of some high profile projects. The paper also draws some general conclusions on the relationship between organisational culture and cognitive bias. This post presents a summary and review of the paper. 


Via Alessandro Cerboni, Philippe Vallat
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A Viable System View of the Japanese Lean Production System by Gandolfo Dominici, Federica Palumbo :: SSRN

A Viable System View of the Japanese Lean Production System by Gandolfo Dominici, Federica Palumbo :: SSRN | Complex systems and projects | Scoop.it
Today, growing complexity and variability of the business environment, calls for more flexible and efficient production systems.
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100 NASA Tips for PMs – Not Rocket Science

These have been floating around the net for quite a few years and I happened to stumble across them again and thought I should share them with you. All credit goes to Jerry Madden at NASA for this compilation of common sense tips for project managers.

The list might come from NASA but none of it is rocket science.

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Design Thinking: Fight Complexity and Failure

Design Thinking: Fight Complexity and Failure | Complex systems and projects | Scoop.it
Projects fail all the time, usually resulting in one department blaming another, who then ends up blaming a vendor, who then usually blames the software.
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