Mastering Complexity
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Mastering Complexity
Systemsthinking in a complex world for better understanding
Curated by Ides De Vos
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The Downsides of Avoiding Complexity

The Downsides of Avoiding Complexity | Mastering Complexity | 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.

Via Philippe Vallat
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Philippe Vallat's curator insight, April 24, 9:57 AM

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."

Eli Levine's curator insight, April 24, 11:55 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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Embracing Emergence: How Collective Impact Addresses Complexity (SSIR)

Embracing Emergence: How Collective Impact Addresses Complexity (SSIR) | Mastering Complexity | Scoop.it

When the Process Becomes the Solution

We have found in both our research and consulting that those who hope to launch collective impact efforts often expect that the process begins by finding solutions that a collective set of actors can agree upon. In fact, developing a common agenda is not about creating solutions at all, but about achieving a common understanding of the problem, agreeing to joint goals to address the problem, and arriving at common indicators to which the collective set of involved actors will hold themselves accountable in making progress. It is the process that comes after the development of the common agenda in which solutions and resources are uncovered, agreed upon, and collectively taken up. Those solutions and resources are quite often not known in advance. They are typically emergent, arising over time through collective vigilance, learning, and action that result from careful structuring of the effort. If the structure-specific steps we have discussed here are thoughtfully implemented, we believe that there is a high likelihood that effective solutions will emerge, though the exact timing and nature cannot be predicted with any degree of certainty. This, of course, is a very uncomfortable state of being for many stakeholders.

And yet staying with this discomfort brings many rewards. 

A previously unnoticed evidence-based practice, movement, or resource from outside the community is identified and applied locally.Local individuals or organizations begin to work together differently than before and therefore find and adopt new solutions.A successful strategy that is already working locally, but is not systematically or broadly practiced, is identified and spread more widely.


Via Anne Caspari
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Anne Caspari's curator insight, March 15, 2013 7:21 AM

“When you are moving towards an objective, it is very important to pay attention to the road. It is the road that teaches us the best way to get there, and the road enriches us as we walk its length.”

 

Finally an article on CAS that focuses on the right Process Design features. Good.   

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La prise de décision en situation complexe: comment l’exercer?

La prise de décision en situation complexe: comment l’exercer? | Mastering Complexity | Scoop.it

A mon sens, comparer deux équipes dans leur performance de prise de décision ne fait aucun sens pour au moins quatre raisons.

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Jean-Marc Phelippeau's curator insight, November 12, 2013 3:46 PM

L'homme n'est pas une machine rationnelle, et la complexité de la vie et de l'entreprise sont irréductibles à un processus ou à une équation.

Face à l'incertitude et la complexité inhérente à la prise de décision, votre intuition (ou subconscient) et vos émotions sont aussi clés. 

Les avez-vous apprivoisés?

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Managing complexity: a practical example

In Switzerland, there are more than 4'000 contaminated sites needing remediation in the next decades. Some of the remediation projects are especially large – over 100 Millions € - and highly complex. On behalf of the Swiss Federal Office for the Environment (FOEN), the authors developed a guideline (in press) to support the authorities which are challenged by such complex projects.
After having identified the success factors and key challenges of three sites being currently remediated, a project typology, based on four dimensions (technical, legal, socio-relational and management), has been developed. Further, a complexity grid, inspired by the project complexity model of Kathleen Hass, has been developed, allowing a qualitative identification of the main sources of complexity. Finally, success factors, recommendations and tools for key elements like goal-setting, decision-making and steering, stakeholder-management, project-organisation, participation and communication, planning, uncertainty and risk-management, culture and leadership, are suggested.


Via Philippe Vallat
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enrique rubio royo's comment, November 6, 2012 8:50 AM
Thank you Philippe
Philippe Vallat's comment, November 6, 2012 4:39 PM
Thanks for rescooping!
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Using Cynefin to make sense of projects

Using Cynefin to make sense of projects | Mastering Complexity | Scoop.it
Since a couple of years we have been using Cynefin to help our customers to make sense of the different domains of projects they are executing. The motivation for doing so, is that we strongly be...

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Panarchy: Analyzing Complexity In Projects

Panarchy: Analyzing Complexity In Projects | Mastering Complexity | Scoop.it

Reality is difficult to analyze. Project Managers still have to eliminate root-causes to major problems though. How to analyze today’s complexity? I found something worthwhile exploring: Panarchy. Its origin is in ecosystem management, where it is used for assessment on how ecosystems, social systems and economic systems are interacting. How complex do you want to go?


Via Philippe Vallat
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AkoZ's curator insight, December 29, 2012 1:42 PM

yep .. but pricy . not free...
in the next open-system this is quite strange...

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Chinese Thinking and Complexity | Synthesis

Chinese Thinking and Complexity | Synthesis | Mastering Complexity | Scoop.it

This link between Daoism and Complexity theory adds credence to the idea that the Chinese mind is conducive to a Complexity approach to whole systems. 

 

I will conclude by coming firmly off the fence: if the Chinese (as a nation and as a race) master Complexity theory in their business, economic and political lives then they will make a true “great leap forward”.  It is tempting to paint a picture of China as communist, autocratic, non-democratic, etc.  This is not necessarily wrong but as a civilisation, communism has been just a recent blip.  How people cognitively frame things is very deeply rooted and Complexity theory looks like a technical and intellectual counterpart to how they think already, broadly speaking.


Via Anne Caspari
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The Stacey matrix

A useful map for navigating your way into the concepts and field of complexity is "The Stacey Matrix". It can help to guide you by offering a method to select the appropriate management actions in a complex adaptive system based on the degree of certainty and level of agreement on the issue in question.


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The OODA loop & Cynefin

The OODA loop & Cynefin | Mastering Complexity | Scoop.it

Earlier this month I picked up a tweet from Clay Spinuzzi of Austin University asking how the Cynefin framework related to the Competing Value Sets (CSV) model.


Via Philippe Vallat
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Responding to Complexity and Uncertainty: The Agile Organisation

Responding to Complexity and Uncertainty: The Agile Organisation | Mastering Complexity | Scoop.it

Over the past two decades, management consultants and academics at business schools have increasingly stressed what they view as the rapidly increasing levels of complexity and uncertainty in the environment that all organisations have to respond to and many have labelled these conditions ‘ hyper-competition’ or ‘high velocity competition’. To deal with these conditions, consultants and academics have called for organisations to become ‘agile organisations’.


Via Complexity Institute, Philippe Vallat
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Responding to Complexity and Uncertainty: The Agile Organisation

Responding to Complexity and Uncertainty: The Agile Organisation | Mastering Complexity | Scoop.it

Over the past two decades, management consultants and academics at business schools have increasingly stressed what they view as the rapidly increasing levels of complexity and uncertainty in the environment that all organisations have to respond to and many have labelled these conditions ‘ hyper-competition’ or ‘high velocity competition’. To deal with these conditions, consultants and academics have called for organisations to become ‘agile organisations’.


Via Complexity Institute, Philippe Vallat
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