Complex systems and projects
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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindful, complex adaptive thinking and leadership
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Comment intervenir dans un système complexe

Comment intervenir dans un système complexe | Complex systems and projects | Scoop.it

Les 12 leviers d'intervention dans un système complexe, d'après Donella Meadows

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Why Economists Can't Understand Complex Systems: Not Even the Nobel Prize, William Nordhaus

Why Economists Can't Understand Complex Systems: Not Even the Nobel Prize, William Nordhaus | Complex systems and projects | Scoop.it

Nordhaus' approach to climate change mitigation highlights a general problem with how economists tend to tackle complex systems: their training makes them tend to see changes as smooth and gradual. But real-world systems, normally, do what they damn please, including crashing down in what we call the Seneca Effect.

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Philippe Vallat's curator insight, October 16, 11:20 AM

Do read, do figure out by yourself. Limits to Thinking...

Jose Luis Yañez's curator insight, November 18, 5:06 AM
Why Economists Can't Understand Complex Systems: Not Even the Nobel Prize, William Nordhaus
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Comment l'armée fait-elle face à l'incertitude ? (vidéo 33')

Conférence menée par le Général de division Jean-Marc Baquet.

Philippe Vallat's insight:

Une belle conférence qui donne un excellent résumé des enjeux et opportunités

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René Bart's curator insight, July 19, 11:08 AM
Quelle intelligence, quelle clarté, quelle compréhension des enjeux. J'adore ! Et forcément, en matière de logistique, depuis le 6 juin 1944, on sait que les armées (US en tête) sont plus fortes que les entreprises. Bon, ok, aujourd'hui, .. Amazon ... !
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Einige nützliche Tipps und Hinweise für Politiker, Manager und solche, die es werden (oder sein) wollen —

Einige nützliche Tipps und Hinweise für Politiker, Manager und solche, die es werden (oder sein) wollen — | Complex systems and projects | Scoop.it
Die letzten zehn Artikeln habe ich den Systemarchetypen gewidmet, wie sie Peter Senge in seinem Buch Die fünfte… by paaddor
Philippe Vallat's insight:

Tolle Übersicht über Systemarchetypen

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Systemic risks: a new challenge for risk management

Systemic risks: a new challenge for risk management | Complex systems and projects | Scoop.it
As risk analysis and risk management get increasingly caught up in political debates, a new way of looking at and defining the risks of modern technologies becomes necessary
Philippe Vallat's insight:

"The dual nature of risk as a part of technological progress and as a social threat demands a dual strategy for risk management"

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Steve Grey's comment, May 27, 6:36 PM
This article highlights a broader challenge than the one it tackles directly. As we become increasingly conscious of the need to think systemically, we try to accommodate this in each of the specialist management processes we have adopted over the past few decades. The amount of effort being devoted to extending each of these, including risk management, becomes a major overhead.
Steve Grey's comment, May 27, 6:41 PM
I believe that we will eventually come to the realisation that it is more fruitful to turn the approach around. Rather than say that because a system is complex each management method must take that into account, we could direct our attention to the way we understand and work with a complex system and integrate thinking about uncertainty and other matters into that. Focus on how we understand complex systems rather than put all this effort into bending established methods towards complexity.
Philippe Vallat's comment, May 29, 4:44 AM
Let's change the mindset directly, and not the methods derivated from it
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From the ‘crisis of perception’ to the ‘systems view of life’

How can we create a more sustainable human presence on Earth?

Philippe Vallat's insight:

Systems thinking applied to an very actual and existential question

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COMPLEXITY, PROBLEM SOLVING, AND SUSTAINABLE SOCIETIES, by Joseph A. Tainter, 1996

Historical knowledge is essential to practical applications of ecological economics. Systems of problem solving develop greater complexity and higher costs over long periods. In time such systems either require increasing energy subsidies or they collapse. Diminishing returns to complexity in problem solving limited the abilities of earlier societies to respond sustainably to challenges, and will shape contemporary responses to global change. To confront this dilemma we must understand both the role of energy in sustaining problem solving, and our historical position in systems of increasing complexity.

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Useful: Dave Snowden on resilience | More Beyond

While preparing a proposal for a series of leadership workshops on resilience, I came across this list of seven characteristics of resilience

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« L'humain n'a pas besoin de machine pour s'augmenter »

« L'humain n'a pas besoin de machine pour s'augmenter » | Complex systems and projects | Scoop.it
Christian Clot nous raconte pourquoi il a traversé seul les 4 milieux parmi les plus extrêmes de la planète. À la clé, les facultés d'adaptation de l'humanité.
Philippe Vallat's insight:

"Une crise c’est quelque chose qui nous place en déficit par rapport à nos capacités de compréhension. " Un très bel article sur les capacités humaines, le temps, la peur, l'émerveillement...

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Philippe Vallat's curator insight, January 18, 12:04 PM

"Une crise c’est quelque chose qui nous place en déficit par rapport à nos capacités de compréhension. " Un très bel article sur les capacités humaines, le temps, la peur, l'émerveillement...

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Theoretical Origin Of Systems Thinking

This two page essay will discuss the theoretical origin of systems thinking1 by following the development of
Holism2 and Reductionism3 in a chronological order. Broader explanations and additional information can be
found on Wikipedia in the following sections:
 Systems thinking
 Systems theory4
 Systems philosophy5
 Holism
 Reductionism
 Systems dynamics6

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Jazz et Leadership : Bricolez et improvisez !

Jazz et Leadership : Bricolez et improvisez ! | Complex systems and projects | Scoop.it

Frank Barrett, l’auteur de Jazz et Leadership, est à la fois pianiste de jazz et professeur de management. Sa pratique du jazz à un niveau professionnel lui a permis de rencontrer de grands jazzmen, d’échanger avec eux et d’apprendre de leur jeu. Ce chemin d’apprentissage l’a conduit à établir des parallèles entre le jazz et la vie des organisations.

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Managing deep uncertainty: Exploratory modeling, adaptive plans and joint sense making

Managing deep uncertainty: Exploratory modeling, adaptive plans and joint sense making | Complex systems and projects | Scoop.it
Community member post by Jan Kwakkel How can decision making on complex systems come to grips with irreducible, or deep, uncertainty? Such uncertainty has three sources: Intrinsic limits to predictability in complex systems. A variety of stakeholders with different perspectives on what the system is and what problem needs to be solved. Complex systems are…
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Facing Complexity: Wicked Design Problems

Facing Complexity: Wicked Design Problems | Complex systems and projects | Scoop.it
In his seminal article ‘Wicked Problems in Design Thinking’, Richard Buchanan emphasized that designers often engage in conceiving and planning “what does not yet exist, and this occurs in the…
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The Fall of Empires Explained in 10 Minutes

The Fall of Empires Explained in 10 Minutes | Complex systems and projects | Scoop.it
This is the presentation I gave to the meeting for the 50th anniversary of the Club of Rome on Oct 18th in Rome. The gist of the ide
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Philippe Vallat's curator insight, October 23, 4:51 AM

#Overshoot: The Fall of Empires Explained in 10 Minutes, by Ugo Bardi, based on the work of #Meadows and Tainter #collapse #systemsdynamics

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Podcast: Cécile Wendling : l'art de la prospective (1h)

Podcast: Cécile Wendling : l'art de la prospective (1h) | Complex systems and projects | Scoop.it
Essayer de prévoir le futur, de jouer à deviner de quoi demain sera fait, est un exercice difficile et l’histoire nous montre à posteriori que génération après génération ceux qui s’y sont essayé se trompent bien souvent. Cécile Wendling fait partie de ceux qui, au quotidien, continuent de se poser la question de l’avenir, ca
Philippe Vallat's insight:

Interview très intéressante

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Coupez une tête, il en repoussera deux ! De l'antifragilité opérationnelle

Coupez une tête, il en repoussera deux ! De l'antifragilité opérationnelle | Complex systems and projects | Scoop.it

Comme une espèce vivante, une organisation militaire doit pour assurer sa survie et même son développement, être à la fois conservatrice et progressiste, combiner l’ordinaire (le Cheng de Sun Tzu) et l’extraordinaire (le Qi), le solide éprouvé et l’audacieux.

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4 Tips for Navigating Ambiguity

4 Tips for Navigating Ambiguity | Complex systems and projects | Scoop.it

Ambiguity makes people feel uncomfortable—it’s a fear amplifier. The pace of change is fast, disruption is coming from many directions, and what worked in the past just doesn’t work anymore.


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David Hain's curator insight, June 28, 5:08 AM

IDEO on sailing the waters of ambiguity - a necessary if not always  sufficient condition for success today.

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What It Takes to Think Deeply About Complex Problems

What It Takes to Think Deeply About Complex Problems | Complex systems and projects | Scoop.it

The problems we’re facing often seem as complex as they do intractable. And as Albert Einstein is often quoted as saying, “We cannot solve our problems with the same level of thinking that created them.” So what does it take to increase the complexity of our thinking?


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David Hain's curator insight, May 15, 6:04 AM

Don't fall for the 'we make the complex more simple' spiel - good decision making requires a grasp of complexity.

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Researchers find the tipping point between resilience and collapse in complex systems

Researchers find the tipping point between resilience and collapse in complex systems | Complex systems and projects | Scoop.it
Using statistical physics, network theorists have developed the first-ever tool to identify whether systems -- be they technological, ecological, or biological -- are in danger of failing.
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The Seneca Effect: why decline is faster than growth

The Seneca Effect: why decline is faster than growth | Complex systems and projects | Scoop.it

For a long time, I had in mind the idea that when things start going bad, they tend to go bad fast. We might call this tendency the "Seneca effect" or the "Seneca cliff," from Lucius Annaeus Seneca who wrote that "increases are of sluggish growth, but the way to ruin is rapid."

Philippe Vallat's insight:

Very understandable explanation by Ugo Bardi

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Philippe Vallat's curator insight, February 22, 11:27 AM

Very understandable explanation by Ugo Bardi

René Bart's comment, February 23, 5:43 AM
High density of content, but very interesting analyze and approach supported by several models and curves. Thank you !
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Dave Snowden at TedX: A succinct overview of his groundbreaking work

Dave Snowden at TedX: A succinct overview of his groundbreaking work | Complex systems and projects | Scoop.it
I first met Dave in 2002 when we were both employed by IBM. I remember experiencing an immediate resonance with his work, especially the inherent integrity of
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Complexity – What’s new?

Complexity – What’s new? | Complex systems and projects | Scoop.it

The existence of complexity in human systems is not new; we have simply become more conscious of it. We now know that we can distinguish complex systems from ordered systems and engage purposefully and productively with complexity.

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« La société tend à s’organiser comme un cerveau »

« La société tend à s’organiser comme un cerveau » | Complex systems and projects | Scoop.it
Plus qu’une troisième révolution industrielle ou qu’une crise écologique, l’époque que nous vivons es
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René Bart's comment, December 17, 2017 1:50 AM
La société ... organisée comme un cerveau ? Alors un peu comme le mien svp, ce sera pacifique.
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Planning In Fog

Planning In Fog | Complex systems and projects | Scoop.it
I work with people who run organizations. They need to make numerous decisions everyday. How can we learn and improve in a complex environment that is always changing? The Executive Directors of six…
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Ivon Prefontaine, PhD's curator insight, September 26, 2017 2:35 PM
The future is always uncertain, so planning is an uncertain process. Ask any teacher if there lesson plans ever unfold exactly as they planned.
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Why Is ‘Systems Thinking’ So Rare?

Why Is ‘Systems Thinking’ So Rare? | Complex systems and projects | Scoop.it
https://vimeo.com/215819078 Center for Collective Dynamics of Complex Systems (CoCo) Seminar SeriesApril 27, 2017Mark Sellers (Systems Science, Binghamton University / Northrop Grumman Laser Systems)"Why Is 'Systems Thinking' So Rare?"Slides are available at http://bit.ly/2p51VEcSource: vimeo.com

Via Jürgen Kanz
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