Complex systems and projects
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On Leadership and Agile Thinking

On Leadership and Agile Thinking | Complex systems and projects | Scoop.it

If you don’t apply agility thinking to your leadership style you are robbing your organization of the opportunity to advance beyond its current constraints. Experimentation and learning do not require massive risk taking, all it take is a leap of faith.


Via David Hain
Philippe Vallat's insight:
• Mental Agility

Thinking critically to penetrate complex problems and expanding possibilities by making fresh connections.

• People Agility

Understanding and relating to other people, as well as tough situations to harness and multiply collective performance.

• Change Agility

Enjoying experimentation, being curious and effectively dealing with the discomfort of change.

• Results Agility

Delivering results in first-time situations by inspiring teams, and exhibiting a presence that builds confidence in themselves and others.

• Self-Awareness

Being reflective and knowing themselves well; understanding their capabilities and their impact on others.

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David Hain's curator insight, November 29, 2013 12:55 AM

“To succeed in our volatile, complex, ambiguous world, we have no choice but to master our ability to adapt and learn.”   Kevin Cashman

Gary Bamford's curator insight, November 29, 2013 2:27 AM

Asset management programmes more often than not also need s bit of agile thinking.

Ali Anani's curator insight, November 30, 2013 1:40 AM

Agile minds win

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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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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Rescooped by Philippe Vallat from Crisis, collapse and transition
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Comprendre les phénomènes d’effondrement de sociétés. Quel avenir pour la nôtre ? – Emmanuel Prados (Vidéo, 45')

Emmanuel Prados, chercheur à l'INRIA, fait une synthèse claire et complète des connaissances sur le risque d'effondrement. https://www.youtube.com/watch?v=1dgjIeR5DBY&feature=youtu.be Avons nous à faire à une combinaison passagère de crises liée à une redistribution globale des cartes ou sommes nous face à des phénomènes encore plus profonds comme un effondrement de société ? De façon à mieux…
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Comment gérer l’humain dans un monde VUCA

« On entend beaucoup parler d’un monde ‘VUCA’ dans lequel nous évoluerions. Comment adapter nos activités et processus RH à ce mode de fonctionnement pour en t…
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Pourquoi il est difficile de changer

Pourquoi il est difficile de changer | Complex systems and projects | Scoop.it
Il arrive que nous soyons tous d’accord sur ce qu’il faudrait changer sans que les choses évoluent pour autant. Pourquoi tant d’inertie ?
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« La disruption rend impossible toute visibilité sur l'avenir » - Entretien avec Bernard Stiegler

« La disruption rend impossible toute visibilité sur l'avenir » - Entretien avec Bernard Stiegler | Complex systems and projects | Scoop.it
Qu’est-ce que la disruption ? Est-elle porteuse d'espoir ou annonciatrice de la fin d’une époque ? Rencontre avec le philosophe Bernard Stiegler.
Philippe Vallat's insight:

Un apport "politiquement incorrect" dans une société qui considère l'innovation disruptive telle un nouveau graal...

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Philippe Vallat's curator insight, December 7, 2016 4:42 AM

Un apport "politiquement incorrect" dans une société qui considère l'innovation disruptive telle un nouveau graal...

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Pourquoi, comment, quoi – Comment être Agile?

Pourquoi, comment, quoi – Comment être Agile? | Complex systems and projects | Scoop.it

La première partie de cette série proposait une réponse à la question «Pourquoi être agile?» Dans cette deuxième partie, je vais vous proposer une réponse à la question «Comment être agile?»

Philippe Vallat's insight:

Bonne combinaison entre complexité, Cynefin et agilité

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ICTAM: Bringing mental models to numerical models

ICTAM: Bringing mental models to numerical models | Complex systems and projects | Scoop.it

How can we capture the highly qualitative, subjective and rich nature of people's thinking – their mental models - and translate it into formal quantitative data to be used in numerical models?

Philippe Vallat's insight:

Interesting approach, merging systems thinking and psychology (and keeping in mind that, according to Meadows , the mindset is the most effective leverage place in a system http://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/)

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Rescooped by Philippe Vallat from Mindful Decision Making
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Strategy under uncertainty | McKinsey & Company

Strategy under uncertainty | McKinsey & Company | Complex systems and projects | 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.
Philippe Vallat's insight:

Interesting Four levels of uncertainty

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

Interesting Four levels of residual uncertainty

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Uncertainty by Jonathan Fields – Summary

Uncertainty by Jonathan Fields – Summary | Complex systems and projects | 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 […]
Philippe Vallat's insight:

A good summary of this very inspiring book that I recommand

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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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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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Rescooped by Philippe Vallat from Crisis, collapse and transition
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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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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, 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.
Rescooped by Philippe Vallat from Systems Thinking
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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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Systèmes complexes et perte de contrôle (vidéo 1h)

Conférence de Hugues Bersini

Philippe Vallat's insight:

Une conférence passionnante, entre systèmes complexes et gouvernance sociale, par Hugues Bersini (vidéo 1h)

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What Google Learned From Its Quest to Build the Perfect Team

What Google Learned From Its Quest to Build the Perfect Team | Complex systems and projects | Scoop.it
New research reveals surprising truths about why some work groups thrive and others falter.
Philippe Vallat's insight:

A must read study. The main success factor is : "psychological safety"

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Rescooped by Philippe Vallat from Crisis, collapse and transition
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Pour en finir avec l’ «innovation disruptive»

Pour en finir avec l’ «innovation disruptive» | Complex systems and projects | Scoop.it
Pas un jour sans tomber sur un article, un blog, un communiqué de presse qui, d’une manière ou d’une autre, se gargarise de la notion « d’innovation disruptive ». Non pas que l’innovation de rupture soit mauvaise en soi, mais plutôt sa quête effrénée, son adulation telle un nouveau Saint Graal. Et non, ma voix ne se joindra pas à ce chœur bêlant. Et voilà pourquoi.
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Gravir l'échelle de la conscience - Paul Chefurka

Lorsqu’il s’agit de notre compréhension de la crise mondiale actuelle, chacun de nous semble s’insérer quelque part le long d’un continuum de prise de conscience qui peut être grossièrement divisé en cinq étapes:

Philippe Vallat's insight:

Un article intéressant sur le chemin extérieur et intérieur face à toute situation de blocage dans un système, ici en particulier face à la crise mondiale

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The Reality of Complexity

The business world is in the throes of revolutionary change, a time when business leaders are preoccupied with change itself. Modern management theory borders on being obsessed with change of one sort or other: how to generate it, how to respond to it, how to avoid being overcome by it. The reason is not hard to find.

Philippe Vallat's insight:

Very exciting statement: "this new science leads to a new theory of business that places people and relationships - how people interact with each other, the kinds of relationships they form - into dramatic relief."

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Mega-failures

Mega-failures | Complex systems and projects | Scoop.it
PROJECT M on mega-projects: Surprisingly, given the near bankruptcy Brazil and other problems, mega-project Rio 2016 was not as financially disastrous as it could have been.
Philippe Vallat's insight:

... and how many public infrastructure projects still keep dreaming?

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Of jungles and zoos

Of jungles and zoos | Complex systems and projects | Scoop.it

A few days ago I posted a tweet that garnered a bigger response than I thought it would. It read: "It's hard to survive in the jungle if you were trained in a zoo"

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Rescooped by Philippe Vallat from Complexity & Systems
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The pertinence of the systems approach to wicked problems faced by planners generally

The pertinence of the systems approach to wicked problems faced by planners generally | Complex systems and projects | Scoop.it
In 10 slides I will explain above concept map which enables an integrated conceptualization of the logical relationships of the core characteristics of wicked problems with the basic requirements and workings of the systems approach.

Via Bernard Ryefield
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