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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Systems Thinking Resources - The Donella Meadows Institute

Systems Thinking Resources - The Donella Meadows Institute | Mastering Complexity | Scoop.it
MT @DanaMeadowsInst: Have you seen our new page of #SystemsThinking Resources? great tools & frameworks http://t.co/zSVIyMdMfP | #FTR105
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Complicated or complex - knowing the difference is important for program development, implementation and evaluation

Complicated or complex - knowing the difference is important for program development, implementation and evaluation | Mastering Complexity | Scoop.it
Understanding the difference between complex and complicated systems is becoming important for many aspects of management and policy. With complicated problems or issues one can define the problem ...

Via Philippe Vallat
Ides De Vos's insight:

It is indeed needed to know and acknowledge the difference , because many mistakes are made to use tools like Lean 6sigma,balancedscorecard, for complex problems , while they should use for complicated.

The big difference is order and unorder, predictibility and risk.

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Creativity, Innovation and Apollo 13

A common mistake in management today is to confuse creativity and innovation. There are three necessary but not sufficient conditions for innovation starvati...

Via ShirlyRonenRL, Philippe Vallat
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Philippe Vallat's curator insight, April 2, 2013 5:02 PM

Base for innovation:

- Starvation

- Pressure

- Perspective shift

Heinz Peter Wallner's curator insight, April 2, 2013 7:56 PM

Ohne Gefühl des Mangels - ohne Hunger - keine Innovation!

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Creating Values for a better organisation.

Creating values for a better organisation by teambuilding

Ides De Vos's insight:

When I woke up , this morning and looked through the window , there was a beautiful spiderweb hanging across my window.It was a perfect work of interconnections , all tinny threads connected together and forming the system , with a important purpose for the spider:his home for catching what he need to survive.

It remembered me the beautifull weekend ,I passed together with our advisory team in the Belgian Ardennes. The purpose for the weekend was to elaborate on our values .

Values we have to have as a team , in order to collaborate and giving "the extra mile " to our customers.

I want to share our process we went through: systemic approach by using our left and right brain sides.

I have to say , that everything was systematic prepared :briefing on friday, sequency's of activities, timeshedule, etc

but the creation of the values has been  done by systemic thinking:

- Seeing the whole

- Interconnection of parts

- Team learning

- Shared vision

- Shared mental models

This included respect for each other, making time for each other, taking attention!

 

Our warming up excercise ,Contactpoint, from the Systems field Playbook of L.B.Sweeney and D.Meadows reinforced our teambuilding and unified our mental models , to come up with the most effective strategy.

As systemsthinking is looking at the whole ,considering that every person is a system on his own ,we have  captured  from each the personal values (initiated by present and past experience)and the values he believe necessary for the future.

Personal values are the values everybody get them from home, education ,social life....That what he believes in!

Future values are the values that each person believes ,is needed to give our customers a prime service.

The information we received was coming:

- from the participants: the values were expressed by using a personal object as metaphor

- from the absents: on-line information by e-mail

The next step was to to sort all this data , and looking for linkages between them . Therefore , we used again a excercise from the fieldbook , "postcards" where you learn to make a story from random distributed pôstcards.

With our linkage excercise , we gathered 36 values/beliefs which were at the same time important for each of us personally and important for collaboration and delivering the extra mile to our customers.

 

Our next step , was to upchunk our 36 values/beliefs to 9 important and critical values for the future.

 

To operate as a learning organisation, to communicate our values to our customers, to live our values and to maintain ownership, we made from each value a painting .

Visualisation is an important tool for systemsthinking, because it let you use your whole brain.

 

These painting will be hanged up in the office , used in publications , folders but more important .....they are the anchors for our beliefs.

Tired, but happy with the results, we driving home ........

 More information: http://www.systemeering.be

Which experiences do you have ?

 

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Books - Organisational Development - Buschman Consultancy

Books - Organisational Development - Buschman Consultancy | Mastering Complexity | Scoop.it
We have created a few pages containing titles and descriptions of books that have influenced our thinking. Wishing you lots of reading pleasure!
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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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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 11:21 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 4:57 PM

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 6:15 PM

Pierre Levy, c´est toujours très intéressant!

Bernard Ryefield's curator insight, June 18, 2013 7:32 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 2:27 PM

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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5 Reasons Why It's Okay to Say "I Don't Know"

5 Reasons Why It's Okay to Say "I Don't Know" | Mastering Complexity | Scoop.it
Why is it SO hard to say "I don't know"? They're only three simple words, but they're weighty. It's not uncommon for us to feel tremendous pressure to have all the answers. We are managing expectat...
Ides De Vos's insight:

By saying "I don't know" you initiate dialogue, you learn , you respect the meaning of others,  you create thrust which again will initiate dialogue.

This 3 simple words are a leverage point to see the real world.

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Five Effective Decision Making Techniques

Five Effective Decision Making Techniques | Mastering Complexity | Scoop.it
A trader's journal on topics related to trading, psychology, money management and technical analysis of Futures, Forex and Stock markets.

Via Philippe Vallat
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James Aird's curator insight, April 8, 2013 10:33 AM

Childhood curiosity still applies to working life!

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Language, Worldview and Culture | Rethinking Complexity

Language, Worldview and Culture | Rethinking Complexity | Mastering Complexity | Scoop.it
Language, worldview and culture. Wow. #systemsthinking #leadership #culture http://t.co/wk8o09jPhi
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HR Magazine - An examination of organisational agility

HR Magazine - An examination of organisational agility | Mastering Complexity | Scoop.it
An examination of organisational agility: HR Magazine

The ... http://t.co/mR8ja2WDgc
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Le management de l’incertain ou la mort | Le Cercle Les Echos

Le management de l’incertain ou la mort | Le Cercle Les Echos | Mastering Complexity | Scoop.it

La mondialisation ne s’arrêtera pas et évolue sans cesse sous différentes formes. Ces dernières augmentent l’incertitude à une vitesse toujours plus grande à tel point que personne n’échappe(ra) à faire face à l’incertain. Nous devons donc nous préparer et préparer nos entreprises, au management de l’incertain, les budgets annuels et le management par les chiffres les conduiront à la faillite.

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Sophie Colas's comment, March 20, 2013 3:36 PM
Faire confiance et lâcher prise, la clef de la réussite des entreprises qui sont encore dans un management du certain.
Loïc CARO's comment, March 22, 2013 9:22 AM
Oui vous avez raison, le manque de confiance semble récurrent! Pour moi le manque de confiance s'apparente au manque de foi: Question: quelle type de foi? en quoi? en qui? Réflexion: si "La foi est une ferme assurance des choses qu'on espère, une démonstration de celles qu'on ne voit pas" alors ce pourrait être une définition qui en dit long et qui permettrai de changer les pratiques. Un excellent antidote à la peur, une excellente pensée qui amène le changement, le changement de posture face à "l'incertain"!
Philippe Vallat's comment, March 22, 2013 12:56 PM
L'antidote de la peur, c'est le courage, mais sans confiance pas de courage...
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Systemeering

Beheers de complexiteit door systemeering

 

Ides De Vos's insight:

Het is mijn overtuiging dat we in onze complexe samenleving ,problemen niet langer blijvend kunnen oplossen met onze vroegere denkwijze.(A.Einstein)

Begrijp voor je ingrijpt!

Organisaties zijn systemen: netwerken van elementen die op elkaar inwerken om één of meer doelen te bereiken. De resultaten van je organisatie hangen dus niet af van enkele oorzaken. Ze ontstaan door de interactie van alle elementen én door invloed van systemen rond je organisatie. Wil je het resultaat beïnvloeden, dan moet je het volledige systeem begrijpen!

Wil je blijvende resultaatverbeteringen voor je organisatie, en wil je niet steeds opnieuw het wiel uitvinden?

Leer dan systeemdenken!!

Wil je meer weten over systeemdenken , hoe het toepassen en hoe het aan te leren ?.

Ga dan vlug naar http://www.systemeering.be en schrijf in op de nieuwsbrief.
Veel leer- en leesgenot.


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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


Via Anne Caspari
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luiy's curator insight, March 18, 2013 5:12 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 1:02 PM

Interesting to read!

Léonne Willems's curator insight, March 25, 2013 8:27 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 2:30 PM

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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