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Harold Jarche maps Personal Knowledge Mastery (PKM) against Dave Snowden's Cynefin Framework. In this he looks at things from the perspective of structure and abstraction and concludes that in the more complex domains the teams, communities nd networks that form need to be less permanent and more flexible. Via Matthew Farmer 
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“New algorithm compares networks in fewer steps than previously thought possible” Via Andrea Naranjo
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Those on both the far right and far left tend to “adhere to their belief system in a rigid fashion, leading them to perceive their political ideas as the simple and only solution to societal problems,” writes a research team led by psychologist Jan-Willem van Prooijen of VU University Amsterdam. Via Sharrock
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Complexity science is not a single theory. It is a combination of various theories and concepts from a variety of disciplines—biology, anthropology, economy, sociology, management and others that studies complex adaptive systems (CAS). All three terms in the name CAS are significant in the definition of a CAS: 1.- Complex implies diversity, many connections among a wide variety of elements. 2.- Adaptive suggests the capacity to alter or change, the ability to learn from experience. 3.- A system is a set of connected or interdependent things. From this definition, it is possible to approach organizations, communities and societies as complex adaptive systems.
Image- Complex-adaptive-system.jpg (Wikipedia Commons) Via enrique rubio royo
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I have been re-reading the work of Prof Paul Cilliers, who truly was a pioneer in complexity thinking. I came across this summary of the general characteristcs Via Sharrock
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"I invite us to move away from easy answers, whether for or against technology in the classroom ..." Via Leona Ungerer
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VUCA times call on leaders to raise their game, plant the seeds for a better future ahead. VUCA requires strong leadership. Via Philippe Vallat, Jean-Philippe D'HALLUIN, Ivon Prefontaine, PhD
Frank J. Papotto, Ph.D.'s curator insight,
June 4, 2014 12:29 PM
Volatility, Uncertainty, Complexity and Ambiguity (aka VUCA) does require good leadership. But all of the DURT behaviors are important and should be practiced regardless of conditions. Trust as we know is important for robust engagement, clarity is important for broad alignment, directness is important for superb execution and reliability is important in sustainable adaptation. Leadership's purpose in VUCA situations and, in general, is to maintain and build effectiveness in achieving results; the DURT behaviors and other Purposeful Leadership behaviors is at the heart of organizational success regardless of circumstances.
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.....meaning exists in the way that we use words; the patterns of word use create the system of meaning. There's no getting away from language in getting to complex meanings.
Think about it this way. We have 7,000 languages. Each of these languages encompasses a world-view, encompasses the ideas and predispositions and cognitive tools developed by thousands of years of people in that culture. Each one of those languages offers a whole encapsulated universe. So we have 7,000 parallel universes, some of them are quite similar to one another, and others are a lot more different. The fact that there's this great diversity is a real testament to the flexibility and the ingenuity of the human mind. The fact that we're able to take so many different perspectives and create such an incredibly diverse set of ways of looking at the world, that is something first to be celebrated, but also something to learn from: flexibility and diversity are at the very heart of what makes us human and what makes us so smart. I think the more we understand how people are able to take all these different perspectives, and able to change the way they think, the better we'll understand the nature of being human.
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The concept of Personal Knowledge Mastery is growing in popularity as we all seek to make sense of what our best next step should be in this incredibly complex world. PKM offers an approach that connects work with learning and at its heart is a principle of seeking information, making sense of it and sharing it in a reciprocal manner with others that broadens understanding and can lead to new insights and action.
In this article Harold Jarche (the leading author on PKM) argues that in more complex realms the groups (teams, communities and networks) that form to address knowledge areas need to be more open, informal and transient to be able to deal with the issues at hand. This suggests that the kind of leadership qualities that need to be developed to be successful in these complex times are those associated with being open, humble, curious, flexible and trustworthy.