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Complexity Thinking

by writer, speaker, trainer at Happy Melly on Oct 19, 2011

  • 44,774 views

An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking". ...

An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".

This presentation is part of the Management 3.0 course created by Jurgen Appelo.

http://www.management30.com/course-introduction/

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110 of 10 previous next Post a comment

  • TheThinkingHotel TheThinkingHotel Very clever, simple, too long, and somehow intriguing... at some point you claim metaphors are dangerous as it make us draw conclusions too fast, and towards the end, uses metaphors to give the conclusion! (of course, as I love metaphors, would love a greater discussion on its value) 2 years ago
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  • raz_chaudary raz_chaudary Simply Fantastic 2 years ago
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  • EkiLaitila EkiLaitila, Systeemianalyytikko at GoodReason: Tuloksellinen systeemiajattelu Hi Jurgen,
    I tried to find a definition for SYSTEM in this presentation, but there were none.
    Instead, I have created the archectype System for my research work. It enables using numerous tools and technologies in order to plan and understand system-specific implementations.
    B.R. Erkki
    2 years ago
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  • EnvJustice EnvJustice theory put in perspective. Refreshing! 2 years ago
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  • AnchetaRommel Ancheta Rommel Rommel Ancheta, Intellicare VP

    Mind boggling and though provoking.
    2 years ago
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  • tomdwo Thomas Dworschak A really fine walkthrough of the systems/complexity field - Thanks! Another great presentation of yours that will help me in my projects aka social systems :-) 2 years ago
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  • Jim_Brander Jim_Brander Your synthesis is built on some shaky elements.
    Slide 158 - re-examine these (Hint - existential logic is orthogonal to propositional logic, think how many bits of information are required to answer 'Have you stopped beating your wife').
    A real peacock is not displaying a 'totally useless' idea - it finds peahens attractive.
    A magpie passes the mirror test, but that does not mean it engages in self-reflection.
    2 years ago
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  • davidlongshanks David Wilson, Complex Systems Management, Business Risk Management, Advanced Risk Management, Quantitative Complexity Management, General Insurance,Con at Ontonix UK Ltd Nice one! Great, comprehensive, presentation Jurgen. 2 years ago
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  • spasokukotskiy Konstantyn Spasokukotskiy, consultant slide #64

    A lot of systems commonly known as complex or complicated aren't that compl-X, i.e. the systems can be reduced to subsystems that have shorter system time and are practically observable. The problem is that the subsystem's boundaries are not distinct in human perception. That is the boundaries can be statistically-sharp identified, but nobody wants to hit the hot button, since playing around at the boundary causes pain. The involved players 'kill' the agents, who stress the boundaries while gathering information. An example is banking stress-tests. The tests were meant to identify financial system body and integrity, but are deliberately too weak to do the job properly.

    There are a lot of simple systems that can be controlled properly. Many humans are unwilling to sustain temporary individual discomfort for sake of continuous common good. It blows system copl-X-ty up beyond necessary levels. The problem of complexity science is more often the not being able to access absolutely attainable information. Necessarily, the science agents extend the high of abstractions to the level where it doesn't hurt anyone's interests. At the same moment the science becomes irrelevant and as a consequence presents unsolvable challenges as quipped at the slide #66. Resume: the role of scientists in the society defines practicality of scientific method and ability of the society to manage compl-X-ty.
    2 years ago
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  • ziobrando Alberto Brandolini, Strategic IT Consultant at Avanscoperta Brilliant, as usual :-) 2 years ago
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