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 Cynefin Framework and emotional intelligence

The Cynefin Framework and emotional intelligence | Mastering Complexity | Scoop.it

Via Philippe Vallat
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Philippe Vallat's curator insight, April 29, 2013 7:37 AM

Feedbacks, comments, thoughts, suggestions are welcome!

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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.


Via Philippe Vallat
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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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Le management par émergence:le plus souvent ce ne sont pas les dirigeants qui décident

Le management par émergence:le plus souvent ce ne sont pas les dirigeants qui décident | Mastering Complexity | Scoop.it

Décider, voilà bien la responsabilité d’un dirigeant… du moins, c’est ce qu’il croît.
Mais la plupart des décisions prises dans l’entreprise, le sont quotidiennement et sans lui… et heureusement !


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Dealing With Complexity in Leadership

Dealing With Complexity in Leadership | Mastering Complexity | Scoop.it
Dealing with work complexity has become a major leadership development issue. And it has ethical implications. As our work becomes more complex, so do our ethical dilemmas.

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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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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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