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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Defining and Modeling Complex Adaptive Systems

Defining and Modeling Complex Adaptive Systems | Mastering Complexity | Scoop.it
Almost all the critical problems of our time are problems of control and almost all of them concern complex adaptive systems. If we want to know more about our bodies, it is not just to increase knowledge but so that we can control our health.

 

CAS are  “systems that don’t yield compact forms of representation”1. In other words a complex system cannot be described by a simple set of equations. Why would this be the case? It is the “adaptive” nature of these systems that leads to this intractability. Agents within the system respond to each set of environmental conditions within a complex adaptive system with a different set of responses and the number of such environments and their corresponding agent responses that need to be accounted for to construct an accurate model of the system is simply too large. But is this simply a problem of impracticality? Could we, at least in theory, construct a model that takes into account all possible environmental conditions and all possible agent behaviours? Although some scientists may argue that such an approach is theoretically possible, there is ample evidence that the critical “adaptive” component of some complex adaptive systems may in fact be unmodelable


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luiy's curator insight, March 18, 2013 1:12 PM
What Is A Complex Adaptive System?

The first question that then needs to be answered is: What is a complex adaptive system? David Krakauer defines complex systems as “systems that don’t yield compact forms of representation”1. In other words a complex system cannot be described by a simple set of equations. Why would this be the case? As Krakauer notes, it is the “adaptive” nature of these systems that leads to this intractability. Agents within the system respond to each set of environmental conditions within a complex adaptive system with a different set of responses and the number of such environments and their corresponding agent responses that need to be accounted for to construct an accurate model of the system is simply too large. But is this simply a problem of impracticality? Could we, at least in theory, construct a model that takes into account all possible environmental conditions and all possible agent behaviours? Although some scientists may argue that such an approach is theoretically possible, there is ample evidence that the critical “adaptive” component of some complex adaptive systems may in fact be unmodelable. There is no better example of this than the problems faced by the economist Hyman Minsky in formalising many of his most important ideas.

Luciano Lampi's curator insight, March 19, 2013 9:02 AM

Interesting to read!

Léonne Willems's curator insight, March 25, 2013 4:27 PM

Another way to think about environmental influences at the source of tensions at work (as opposed to individual lack of employee performance or motivational problems). Are these 'tensions' actually symptoms of a system out of balance? Are these tensions the real gems for organisational steering? Check out how Holacracy capitalises just on that! 

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Sustainable Change: How to Handle Complexity Across Cultures | Sustainable Business Forum

Sustainable Change: How to Handle Complexity Across Cultures | Sustainable Business Forum | Mastering Complexity | Scoop.it
Business leaders of today face a high level of complexity: Globalization, technological evolutions, market shifts, an increased pace of change.

Via Anne Caspari
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Anne Caspari's curator insight, March 14, 2013 10:30 AM

handeling complexity with clashing mindsets. 

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How are #SystemsThinking and #Lean related?

This is a post I just saw on LinkedIn: how Systems Thinking and Lean are related? Here's my answer: ST and Lean are not related on first sight. Yet, I'm one of the few being convinced that all the ...
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The Fifth Discipline - Wikipedia, the free encyclopedia

The Fifth Discipline: The Art and Practice of the Learning Organization (Senge 1990) is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations. The five disciplines represent approaches (theories and methods) for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity.

The five disciplines of the learning organization discussed in the book are:

"Systems thinking also needs the disciplines of building shared vision, mental models, team learning, and personal mastery to realize its potential. Building shared vision fosters a commitment to the long term. Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world. Team learning develops the skills of groups of people to look for the larger picture beyond individual perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world." (p. 12)

The five disciplines: #PersonalMastery, #MentalModels, #BuildingSharedVision, #TeamLearning, #SystemsThinking http://t.co/S8Vvx9hhBX
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Systems Thinking 5: The toxic effects of communication triangulation ...

Systems Thinking 5: The toxic effects of communication triangulation ... | Mastering Complexity | Scoop.it
Systems thinking has taught me that not all communication is good or productive and that who you talk to is just as important as what you say. In some ways, my father's advice of “just go have a conversation” sums it up nicely.
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Enjoy complexity? You’ll love our new project! We’re looking for partners

Enjoy complexity? You’ll love our new project! We’re looking for partners | Mastering Complexity | Scoop.it
RT @UNDP_Europe_CIS: Enjoy complexity? You’ll love our new project! We're looking for partners! Today is the last day to get in touch! http://t.co/h459QbfrOj
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La prise de décision, tout un art !

La prise de décision, tout un art ! | Mastering Complexity | Scoop.it
"On verra bien!" La formule est un classique en période de crise. Bien des managers que l'incertitude désarçonne repoussent ainsi l'heure de vérité. Ils préfèrent laisser le système décider pour eux. Et vous?

Via Philippe Vallat
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Miklos Szilagyi's curator insight, March 5, 2013 2:38 AM

Si vous êtes en doutes, lisez cet article et ca peut vous aider... Il n'a pas une seule décision parfaite, "non" est aussi une décision, ne pas changer en est aussi une... alors...

Sophie Colas's curator insight, March 5, 2013 4:23 AM

Le lâcher prise, faire confiance en son intuition : la clef pour s'affranchir de ces peurs.

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AI essentials - Appreciating People - Experts in positive organisational development

AI essentials - Appreciating People - Experts in positive organisational development | Mastering Complexity | Scoop.it
Really enjoying a great new resource from @AppreciatingP. Appreciative Inquiry cards "AI essentials" are excellent http://t.co/VZ2Ryil4eE

Via F. Thunus, David Hain
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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.

Via Philippe Vallat
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TEDxConcordia - Michelle Holliday - The Pattern of Living Systems

Michelle Holliday challenges us to see what the pattern of living systems reveals about the future of humanity. About TEDx, x = independently organized event...

Via Maya Givon, Steve Wilhite
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kalexandera's comment, February 24, 2013 10:02 AM
One hot lady sharing the Sustainable Values Set in a very eloquent way,
kalexandera's comment, April 14, 2013 11:09 PM
SHE is wonderful!
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We Need the Capacity of a Collective to Play with Complexity

This 33-year-old program combines leadership, systems thinking, design thinking, organization development, as well as personal development in service of transforming individuals, organizations, communities and our planet.
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Small Business Manufacturer: Management Using Systems Thinking

Small Business Manufacturer: Management Using Systems Thinking | Mastering Complexity | Scoop.it
In this article we will look at how systems thinking can be used to develop a management system and some techniques to assist in systems thinking. An ideal of running a business is to consider every variable of all parts of the business when ...
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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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The nature of collective intelligence

Digital data stem from our own personal and social cognitive processes and thus express them in one way or another. But we still don’t have any scientific tools to make sense of the data flows produced by online creative conversations at the scale of the digital medium as a whole.

 

Presentation by Pierre Levy


Via Viktor Markowski, Complexity Digest, A. J. Alvarez-Socorro
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Viktor Markowski's curator insight, March 2, 2013 11:57 AM

45 minute video presentation supported by slides on the nature of collective intelligence and the philosophical and technical construct behind the next level of the internet as a global mind.

Luciano Lampi's curator insight, March 22, 2013 2:15 PM

Pierre Levy, c´est toujours très intéressant!

Bernard Ryefield's curator insight, June 18, 2013 2:32 PM

Pierre Lévy invented IEML; think semantic web

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Complexity, patterns and links

Complexity, patterns and links | Mastering Complexity | Scoop.it
The mainstream ways of thinking about management are based on the sciences of certainty. The whole system of strategic choice, goal setting and choosing actions to reach the given goals in a contro...
Ides De Vos's insight:

In our lineair thinking , we think that everything has a solution .We are certain of that ...but we know that in real life , there is no one solution because the results of interaction between human beings is unpredictable .

So the only certainty we have is uncertainty

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luiy's curator insight, March 14, 2013 10:27 AM

The mainstream ways of thinking about management are based on the sciences of certainty. The whole system of strategic choice, goal setting and choosing actions to reach the given goals in a controlled way depends on predictability. The problem is that this familiar causal foundation cannot explain the reality we face. Almost daily, we experience the inability of people to choose what happens in their organizations – or in their countries. We live in a complex world. Things may appear orderly over time, but are inherently unpredictable.

 

Complexity refers to a pattern, a movement in time that is at the same time predictable and unpredictable, knowable and unknowable. Healthy, ordinary, everyday life is always complex, no matter what the situation is. There is absolutely no linearity in the world of human beings.

Human patterns that lose this complexity become repetitive and rapidly inappropriate for dealing with life. Unlike mechanical systems, human systems thrive on variety and diversity. An exact replication of behavior in nature would be disastrous and seen as neurotic in social life. For example, a failing heart is typically characterized by increasing loss of complexity.


A pattern is something that emerges through the complex interactions between elements in a system. Although there is apparent order, there is never exact repetition if the system is viable. This is why human interaction cannot be understood as processes in the way they were used in manufacturing, but as patterns.

 

Patterns that are more repetitive are normally called routines or habits. This conclusion is important for us. Novelty emerges in a radically unpredictable way. Creativity is seldom the end result of a repetitive process.

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Sustainable Change: Know How to Handle Complexity Across Cultures

Sustainable Change: Know How to Handle Complexity Across Cultures | Mastering Complexity | Scoop.it
Business leaders of today face a high level of complexity. Globalization, technological evolutions, market shifts, an increased pace of change. These have changed the business landscape. Business e...
Ides De Vos's insight:

good article , which set clear the difference between our western culture of control and eastern culture of seeing the whole

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Building a Performance Ecosystem - Chief Learning Officer, Solutions for Enterprise Productivity

Building a Performance Ecosystem - Chief Learning Officer, Solutions for Enterprise Productivity | Mastering Complexity | Scoop.it
Building a Performance Ecosystem #performance #systemsthinking #learning #sociallearning http://t.co/xvDFMWwnZX
Ides De Vos's insight:

this is a good example on implementation of the Five Disciplines(P.SENGE)

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Les 10 méthodes de la prise de décision

Les 10 méthodes de la prise de décision | Mastering Complexity | Scoop.it
La prise de décision fait partie du quotidien professionnel. Pas toujours facile pourtant de trancher, tant les paramètres à prendre en compte peuvent parfois être nombreux.

Via Philippe Vallat
Ides De Vos's insight:

 tres bon article , si on peut lier cela au critères de Cynefin , se sera un outil bien utilisable.

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The Complexity of Simplicity | UX Magazine

The Complexity of Simplicity | UX Magazine | Mastering Complexity | Scoop.it
RT @Nethermind: 10 Principles of (the Complexity of) Simplicity: #ux http://t.co/bjC5NIMyaq via @janellemint
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Project Management: Believing in Lies

Project Management: Believing in Lies | Mastering Complexity | Scoop.it
This is Gene Bellinger’s (@SystemsWiki) article on project management from his excellent ‘Mental Model Musings‘. I remember reading it a few years and ago and finally tracked it down.
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Can Complexity Thinking Fix Capitalism? - Forbes

Can Complexity Thinking Fix Capitalism? - Forbes | Mastering Complexity | Scoop.it
Forbes
Can Complexity Thinking Fix Capitalism?
Forbes
While complexity has become a hot topic, it's obviously not a new phenomenon. Human relationships have always been complex and interactive, not linear and uni-directional.
Ides De Vos's insight:

Don't give simple solutions to complex preoblems ;You will end in chaos

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The Organizational Psyche: A Depth Psychology Model - Rethinking Complexity

The Organizational Psyche: A Depth Psychology Model - Rethinking Complexity | Mastering Complexity | Scoop.it
In the 2003 book Mapping the Organizational Psyche: A Jungian Theory of Organizational Dynamics and Change, authors John G. Corlett and Carol S. Pearson model the organizational psyche in two layers: conscious and unconscious.
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Why Management Decisions Must Consider Variation | Thinkovate – from Intelligent Management

Why Management Decisions Must Consider Variation | Thinkovate – from Intelligent Management | Mastering Complexity | Scoop.it
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What the best jazz musicians and business brains have in common

What the best jazz musicians and business brains have in common | Mastering Complexity | Scoop.it
How do you cope when faced with complexity and constant change at work? Successful leaders do what jazz musicians do: they improvise. (RT @nilchyn: #90sBabyFollowTrain Jazz heads make better bosses: How do you cope when faced with complexity ...
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