Complex systems and projects
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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindful, complex adaptive thinking and leadership
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Rescooped by Philippe Vallat from Crisis, collapse and transition
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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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Rescooped by Philippe Vallat from Bounded Rationality and Beyond
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The Power of Intention to Spark Evolutionary Change

The Power of Intention to Spark Evolutionary Change | Complex systems and projects | Scoop.it

Over my lifetime, I have learned from experience that holding an intention for change can result in creating the desired change. I have seen it work in bringing people and relationships into my life, creating the work I desired, and helping me develop a path forward to create the change. Essentially, I learned that if I could envision it, I could bring it into reality. It has worked so effectively that I know I have to be careful that what I think I want to create is what I really want or need.


Via Alessandro Cerboni
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What Emotional Intelligence Is and Is Not

What Emotional Intelligence Is and Is Not | Complex systems and projects | Scoop.it
What is emotional intelligence and what is it not? By John D. Mayer, Ph.D....
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Steven Pinker Versus Complexity

Steven Pinker Versus Complexity | Complex systems and projects | Scoop.it

The evolutionary psychologist, Steven Pinker has published a new book: The Better Angels of Our Nature: Why Violence has Declined. I came across a review of the book in the Dec/Jan 2012 edition (Volume 18, Issue 4) of Book Forum, which, by the way, I thoroughly enjoy. It is a great periodical.

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Empathy as a Facilitator of Cognitive Emergence in Complex Social Systems

Empathy as a Facilitator of Cognitive Emergence in Complex Social Systems | Complex systems and projects | Scoop.it
Now, I would certainly not place my work on a global scale, yet along with tremendous gratitude for the opportunity, I do see a small bit of irony. On the one hand, disruptive change is afoot in al...
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David Holzmer's comment, November 28, 2011 4:46 PM
Michel, Thanks for picking this up. It's very appreciated and I hope you find my work of interest. Kindly, David
David Holzmer's comment, November 28, 2011 4:48 PM
Philippe,
Thanks for picking up this blog posting. I hope you enjoyed my work and your support is very appreciated.
Kindly,
David
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Mechanistisches vs. ganzheitliches Denken und Handeln

Mechanistisches vs. ganzheitliches Denken und Handeln | Complex systems and projects | Scoop.it

Kürzlich habe ich einen interessanten Vortrag des renommierten Österreichischen Physikers, Prof. Dr. Herbert Pietschmann, als Podcast gehört. Titel des Vortrags war “Die Atomisierung der Gesellschaft”. Darin geht Pietschmann einerseits auf die zunehmende Individualisierung in unserer Gesellschaft ein. In diesem Zuge beleuchtet er aber auch den Denkrahmen, auf welchem das weit verbreitete mechanistische Denken in der westlichen Welt begründet ist.

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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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La simplexité, un ouvrage d'Alain Berthoz

« La simplexité, telle que je l'entends, est l'ensemble des solutions trouvées par les organismes vivants pour que, malgré la complexité des processus nature...
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Complexity versus Lean versus Agile versus Me

Complexity versus Lean versus Agile versus Me | Complex systems and projects | Scoop.it
While the experts are battling over each others’ ideas, I remind myself that all models are useful (though some fail faster than others).
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Good Leaders Will Always Frustrate You

Good Leaders Will Always Frustrate You | Complex systems and projects | Scoop.it

This is a guest post from Jeff Goins. Jeff is a writer, speaker, and blogger. Jeff has also become a friend and I’ve enjoyed the times to hang out with him. He’s a sharp young mind you should get to know.

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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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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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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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Das Meiste, was wir zu wissen glauben, ist purer Glaube

Wissenschaftler lehren uns Atomstruktur, Urknall, antike Geschichte, Evolution, Wettermodelle, Geld- und Managementtheorien, etc. Alles ist reiner Glaube, der allenfalls von mehr oder weniger einleuchtenden Indizien gestützt wird.
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Rescooped by Philippe Vallat from MentalBusiness
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Studie: Respekt ist weltweit wichtigster Motivationsfaktor für Arbeitnehmer

Studie: Respekt ist weltweit wichtigster Motivationsfaktor für Arbeitnehmer | Complex systems and projects | Scoop.it

Der wichtigste Motivationsfaktor für Mitarbeiter weltweit ist Respekt. Auch auf den folgenden Plätzen liegen nicht-finanzielle Faktoren: die Work Life-Balance auf Rang zwei, die Art der Arbeit auf Platz drei und die Kollegen sowie die Qualität der Führung auf den Rängen vier und fünf. 


Via Thomas Menk
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Rescooped by Philippe Vallat from Agile (project) management
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A Map of Organizational Agility

A Map of Organizational Agility | Complex systems and projects | Scoop.it
Invariably, when presenting or teaching about applying Agile principles in organizations, someone always asks me, are there places where you can't be Agile?
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The future of high-value relationships

The future of high-value relationships | Complex systems and projects | Scoop.it

(...) My presentation quickly skimmed through the implications of shifting demographics, work dynamics, social expectations, financial and economic structures, and technology, framed in terms of how to think more openly about possibilities, challenges, and opportunities.

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Some Streams of Systemic Thought

Some Streams of Systemic Thought | Complex systems and projects | Scoop.it
VisualComplexity.com is a unified resource space for anyone interested in the visualization of complex networks.
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Managing Project Uncertainty: From Variation to Chaos

Arnoud De Meyer, Christoph H. Loch , and Michael T. Pich
Project managers can’t predict the future, but accurately gauging the degree of uncertainty inherent in their projects can help them quickly adapt to fit

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Rescooped by Philippe Vallat from Educación flexible y abierta
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Improvisation Blog: Visualisation and Allegory

Improvisation Blog: Visualisation and Allegory | Complex systems and projects | Scoop.it

The most powerful way of coordinating the attention of a large number of individuals is to tell a story. In a highly complex world however, it is often difficult to identify the story to tell: there are indeed so many stories, and often the narrator is tied up in the narrative. But at any moment, I think it is not impossible to identify the story.


Via Jesús Salinas
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Die „7 Todsünden“ des Managements

Die „7 Todsünden“ des Managements | Complex systems and projects | Scoop.it
Die 7 Todsünden gehen auf Papst Gregor I. zurück. Er formulierte sie Ende des 6. Jhdts, um im multinationalen Unternehmen `katholische Kirche` Verhaltensregeln und Führungsrichtlinien festzulegen. Ja, sie haben auch für?
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