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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Strategy under uncertainty | McKinsey & Company

Strategy under uncertainty | McKinsey & Company | Mastering Complexity | Scoop.it
The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help.

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Philippe Vallat's curator insight, September 14, 2016 9:48 AM

Interesting Four levels of residual uncertainty

Philippe Vallat's curator insight, September 14, 2016 9:49 AM

Interesting Four levels of uncertainty

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The Communication Guide For Leaders Who Aren't Sure What's Coming Next

The Communication Guide For Leaders Who Aren't Sure What's Coming Next | Mastering Complexity | Scoop.it

When we don't have enough information, our brains seek "cognitive closure." Much of the time, it doesn't end well.

 


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Walter Gassenferth's curator insight, April 18, 2016 8:33 AM
Very interesting subject to be considered and discussed. I will disclose the post to my contacts and subscribers in http://www.quanticaconsultoria.com
Ken Donaldson's curator insight, May 11, 2016 6:38 AM
The Communication Guide For Leaders Who Aren't Sure What's Coming Next
David Hain's curator insight, May 12, 2016 2:46 AM

Working out the inherent contradictions of lid and still being able to make a decision is a critical skill in leading through complexity.

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Apocalyptic Decision Making – Dealing with Uncertainty – Influencing and Problem Solving

Apocalyptic Decision Making – Dealing with Uncertainty – Influencing and Problem Solving | Mastering Complexity | Scoop.it
When confronted with uncertainty in decision making, we tend to focus more on what we know. Three things help us address it in decision making

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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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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’.


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Uncertainty by Jonathan Fields – Summary

Uncertainty by Jonathan Fields – Summary | Mastering Complexity | Scoop.it
This article contains my book notes for Uncertainty by Jonathan Fields (2011). We all suffer from uncertainty and doubt, especially when creating something new. It’s certainly something I have issues with. Uncertainty: Turning Fear and Doubt into Fuel for Brilliance is a […]

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Philippe Vallat's curator insight, September 2, 2016 11:20 AM

A good summary of this very inspiring book that I recommand

Philippe Vallat's curator insight, September 2, 2016 11:22 AM

A good summary of this inspiring book that I recommand

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How Uncertainty Fuels Anxiety

How Uncertainty Fuels Anxiety | Mastering Complexity | Scoop.it
People who are less able to tolerate uncertainty worry more.

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The Cynefin Framework and emotional intelligence

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

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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.


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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.


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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 !


Via Philippe Vallat
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