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/
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Systems thinking is perhaps one of the most critical tools in handling the complexity in coping challenges we are facing now and in the coming decades. This is a brief introduction to the basic concepts in System Thinking. It is defined and organized in a way that can provide those basics for every audience. I hope you find it helpful!
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Cynefin and Complexity: A Gentle IntroductionJocko Selberg
NYC Lean Kanban Meetup - Presentation October 28, 2015 - Jocko Selberg
What do we really mean when we say that a problem is "complex"? Do we simply mean to say that a given problem is extremely complicated, or are complex problems something fundamentally different? We typically assume we are operating in a deterministic, ordered system where we can identify a cause and effect relationship, when in actuality we are often operating in a non-deterministic complex system, where these relationships can not be known in advance, if at all. How can we sense which context we are operating in and how might we act under varying degrees of uncertainty.
Complexity Theory is a term used to describe a field that is focused on the study of complex systems. Complexity science is not a single theory— it encompasses multiple theoretical frameworks, seeking answers to some of the fundamental questions about continuously changing, dynamic systems.
Cynefin is a framework developed by Dave Snowden and Cognitive Edge which seeks to helps us "make sense of the world, such that we can act in it". By understanding the fundamental differences between directed (ordered) systems and emergent (unordered) systems, we can modify our approach to match the context of the problem we are facing. The Cynefin framework takes a science based approach to dealing with critical business issues, drawing from anthropology, neuroscience and complex adaptive systems theory to improve decision making.
Complexity Theory and Cynefin have an undeserved reputation for being difficult to grasp. In this introductory talk we will break down these approaches so that we can effectively use them to help us to better act under conditions of uncertainty.
About Jocko Selberg
Jocko Selberg is currently a Project Manager for The Nielsen Company with over 15 years experience in the interactive industry. He is a non-sectarian agilist and does not own a TV.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Systems thinking is perhaps one of the most critical tools in handling the complexity in coping challenges we are facing now and in the coming decades. This is a brief introduction to the basic concepts in System Thinking. It is defined and organized in a way that can provide those basics for every audience. I hope you find it helpful!
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Cynefin and Complexity: A Gentle IntroductionJocko Selberg
NYC Lean Kanban Meetup - Presentation October 28, 2015 - Jocko Selberg
What do we really mean when we say that a problem is "complex"? Do we simply mean to say that a given problem is extremely complicated, or are complex problems something fundamentally different? We typically assume we are operating in a deterministic, ordered system where we can identify a cause and effect relationship, when in actuality we are often operating in a non-deterministic complex system, where these relationships can not be known in advance, if at all. How can we sense which context we are operating in and how might we act under varying degrees of uncertainty.
Complexity Theory is a term used to describe a field that is focused on the study of complex systems. Complexity science is not a single theory— it encompasses multiple theoretical frameworks, seeking answers to some of the fundamental questions about continuously changing, dynamic systems.
Cynefin is a framework developed by Dave Snowden and Cognitive Edge which seeks to helps us "make sense of the world, such that we can act in it". By understanding the fundamental differences between directed (ordered) systems and emergent (unordered) systems, we can modify our approach to match the context of the problem we are facing. The Cynefin framework takes a science based approach to dealing with critical business issues, drawing from anthropology, neuroscience and complex adaptive systems theory to improve decision making.
Complexity Theory and Cynefin have an undeserved reputation for being difficult to grasp. In this introductory talk we will break down these approaches so that we can effectively use them to help us to better act under conditions of uncertainty.
About Jocko Selberg
Jocko Selberg is currently a Project Manager for The Nielsen Company with over 15 years experience in the interactive industry. He is a non-sectarian agilist and does not own a TV.
What (Else) Can Agile Learn From ComplexityJurgen Appelo
How can complexity science be applied to software development? This presentation shows you which scientific concepts can be mapped to agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
Musings - System thinking - Notes on Donella Meadow's BookJames Cracknell
System Thinking - the what, the how and the why it is needed in developing an understanding the complexity that surrounds us. Mental models, the application and means to change the system
I am very fond of complexity thinking these days. It provides a refreshing alternative for people planning interventions and conducting evaluation in humanitarian and development aid.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
Understanding complexity - The Cynefin frameworkKeith De La Rue
A brief overview of the Cynefin framework, with discussion on complexity, and why it is important to understand how organisations work in order to implement change.
Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
The Systemic Design Toolkit represents a formalized set of methods and research tools designed by Namahn and developed with collaboration by me (SDA) and Alex Ryan of MaRS. The Toolkit can be discovered at https://www.systemicdesigntoolkit.org/
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Introduction to Systems Thinking: System Structures and BehaviourJason Yip
Presentation for the Sydney Limited WIP Society
An introduction to Systems Thinking for people who I assume are familiar with designing, building IT systems and/or the mess of large organisations
Targeting beginners OR a review of fundamentals for non-beginners
What (Else) Can Agile Learn From ComplexityJurgen Appelo
How can complexity science be applied to software development? This presentation shows you which scientific concepts can be mapped to agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
An attempt at investigating how complexity theory can be applied to further improve thinking in Lean software development.
http://www.noop.nl
http://www.jurgenappelo.com
Musings - System thinking - Notes on Donella Meadow's BookJames Cracknell
System Thinking - the what, the how and the why it is needed in developing an understanding the complexity that surrounds us. Mental models, the application and means to change the system
I am very fond of complexity thinking these days. It provides a refreshing alternative for people planning interventions and conducting evaluation in humanitarian and development aid.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
Understanding complexity - The Cynefin frameworkKeith De La Rue
A brief overview of the Cynefin framework, with discussion on complexity, and why it is important to understand how organisations work in order to implement change.
Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
The Systemic Design Toolkit represents a formalized set of methods and research tools designed by Namahn and developed with collaboration by me (SDA) and Alex Ryan of MaRS. The Toolkit can be discovered at https://www.systemicdesigntoolkit.org/
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Introduction to Systems Thinking: System Structures and BehaviourJason Yip
Presentation for the Sydney Limited WIP Society
An introduction to Systems Thinking for people who I assume are familiar with designing, building IT systems and/or the mess of large organisations
Targeting beginners OR a review of fundamentals for non-beginners
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
A set of slides initially designed to help students revise and consolidate their understanding of complexity theory and its application to work and our management of work.
Exploring the Science of Complexity in Aid Policy and PracticeODI_Webmaster
A presentation given by Ben Ramalingam of the ODI on applying the concept of complexity to aid policy and practice. Part of an all-day seminar of the same name. See http://www.odi.org.uk/RAPID/events/Complexity for more information.
These are the slides which I used is a 3 day workshop which I gave to university students in Brazil. Any feedback, and additional material that I could use (text, pictures, cartoons or videos), very gratefully received.
Engineering might be defined as the judicial application of science and scientific knowledge, but with the rider that unlike science and scientific studies, engineering always has to deliver a solution and a result. There are therefore aspects of engineering that stretch and challenge, the accepted, wisdom and knowledge of science. To purists, this might appear outrageous, but it is no more so than the works of Erwin Schrödinger or Leonhard Euler et al
In this lecture we examine many of the established engineering basics whilst being mindful that most of our education, techniques, and working solutions are founded on the assumption of well behave linear environments. As our entire universe, and everything in it, is inherently complex and non-linear, we have to salute the powers of approximation and iteration for our many engineering success to date. However, we are increasingly being challenged by complexities of the fundamental non-linear nature of the problems confronting us. ( E.G. Politics, Conflict, Global Warming, Sustainability, Medicine, Fusion Power, Logistics, Networks, Depletion of Resources, Accelerating Tech Driven Change +++)
We start by tracing history from the foundations up to the present day, including modern analytical nomenclature and techniques, system reliability, resilience and costs, we highlight the the basic human limitations that necessitate multi-disciplinary teams that include AI and vast computing power.
The overall treatment includes our analogue past, digital today, and analogue/digital hybrid future of computing, robots, networks and systems of all kinds. It also includes animations, movies and sound files to demonstrate the realities of modern system design including the inherent complexities. To further highlight, and exemplify this projected future, we examine a real engineering project concerned with acoustic sniper spotting under battlefield conditions and extreme noise. Here a combination of digital modelling sees the use of analogue acoustic filter arrays, analogue signal amplification, and digital signal processing doubling the range of sniper detection and location.
Fluidity, Structuring Structures and EthicsMikkel Brahm
Presentation on Enterprise Architecture for the IT University in Copenhagen. Mikkel Brahm explains how complexity sciences help us understand politics and power plays around disruptive and structural changes better than does for example systems theory.
The Power of Collaborative IntelligenceLili Gulbert
The ongoing global transition in our world transforms the economical, political and social systems unpredictably. This complex progress challenges our deep assumptions and views about our future and about the journey what leads us there. A transition like this knocks down structures and blurs the linear boundaries and creates complex phenomena which include the possibilities of the future. Uncertainty drives us to step out from our outdated belief systems and explore, understand and modell these possibilities through experiencing, and the joint evolution of these possibilities is going to form future's new structures. A part of this in-between state to explore through deep understanding who are the real architect of the meanings of new phenomena, who reshape our world.
This talk looks at challenges we face exploring, understanding, building and leading systemic transitions in the continuously changing economic environment.
The presentation is based on the case study of the “Collaborative Business Model” development of BNP Paribas Securities Services Hungary which was focused on collaborative intelligence building. Thanks to their successful transition, the bureau won the best relationship management & client service award at the ABEM Global Excellence Awards 2017.
Co-speaker was György Cselényi, CEO, BNP Paribas Securities Services Hungary.
Presented at Kürt Akademy
www.kurtakademia.hu.
Slides with notes for my workshop at Lean UX 2014. This is an iterated version of my 2013 workshop - different exercise, slightly different content, but much is similar. Includes link to handout!
Everything you should have known about Systems before you started the course!
The universe, planet earth, life forms, us, and everything we create and use constitute systems that are capable of transforming energy, matter and information at some micro and/or macro level. As such they span the basic, simple, linear and well behaved, through to the complicated, complex, non-linear and unpredictable. Moreover, they encompass the cosmological, geological, biological, mechanical, electrical, electronic, atomic and life systems + the more abstract economics, networking and sociology et al.
“All known and studied systems obey the basic laws of physics and to one degree or another enjoy an underlying number of principles that lend them to a reasonably common set of analytic, modelling and mathematical techniques”
Sadly, it appears to be badly taught and understood at an early stage in the education process and students often arrive at college and university with a partial or confused picture of the basic principles. This ‘Systems’ tutorial is therefore designed to correct any earlier failings and misconceptions, and to furnish students with the basic thinking and tools necessary for the wider lecture and research programs at The University of Suffolk.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
35 Best Quotes from Management for HappinessJurgen Appelo
The book Managing for Happiness offers concrete games, tools, and practices for all workers so they can introduce better management, with fewer managers. http://m30.me/happiness
This slide deck was created by the animators of Robo MG. http://www.robomg.com/
For more info, see: http://www.noop.nl/2013/07/video-experiment.html
http://www.happymelly.com/
Does a company really need a head office? The new organizational structure of the 21st century is the network, not the hierarchy. And the focus of management should be on leadership, not governance. But how can you organize this?
Happy Melly is a company built as a network of entities, connected through a Constitution, with regular gatherings on Skype. The network is led by a CEO who can be voted out any time. The only way for him to stay on top is to keep everyone’s trust. Every day.
Many people don't like their jobs, and many organizations fail to survive in changing environments.
Here's a story of what happened before, and what should (or could) happen now, to try and make things better.
A meta-model for changing social complex systems, like teams and organizations. This topic is part of the Management 3.0 course.
There is also a booklet available about this topic:
http://www.lulu.com/product/ebook/how-to-change-the-world/18934108
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
4. What happens when
you go to a bar full of
systems thinkers and
complexity researchers
5. Russell L. Ackoff
Ralph Stacey Dave Snowden
Donella H. Meadows
W. Edwards Deming
Peter M. Senge
Peter F. Drucker
Peter Checkland Gerald M. Weinberg
John H. Holland
Michael C. Jackson
John Seddon Max Boisot
14. We converse about abstractions
Abstractions are imperfect and incomplete.
15. It is a form of interaction
The activity of abstracting is basically a form
of interaction between people in which they
simplify the complexity of their own ordinary,
everyday interactions […] in an effort to make
meaning of what they are doing […].
– Ralph Stacey
Complexity and Organizational Reality
16. To make sense of the world
Sense-making is the way that humans
choose between multiple possible explanations
of sensory input.
– Dave Snowden
http://kwork.org/Stars/Snowden/snowden3.html#Simplicity
17. reductionism
re·duc·tion·ism noun ri-ˈdək-shə-ˌni-zəm
– explanation of complex life-science processes and
phenomena in terms of the laws of physics and
chemistry
– a procedure or theory that reduces complex data
and phenomena to simple terms
http://www.merriam-webster.com/dictionary/reductionism
18. The bar is... the building,
inventory, employees,
guests, some interaction,
etc...
reductionism
19. A problem is that people have become addicted
to the successes of reductionism.
http://en.wikipedia.org/wiki/Reductionism
21. Analysis in management
This systems movement […] has come to
form the foundation of today’s dominant
management discourse, so importing the
engineer’s notion of control into understanding
human activity.
– Ralph Stacey
Complexity and Organizational Reality
27. • Problem: Dehumanization
• Problem: Objectivization
• Problem: Alienation
• Problem: Prediction
• Problem: Attribution
This list of five problems is my abstraction,
and my attempt at sense-making!
30. See the whole system
Living systems have integrity. Their
character depends on the whole. The same is
true for organizations.
– Peter M. Senge
The Fifth Discipline
31. Greater than the sum of the parts
The enterprise must be a genuine whole:
greater than the sum of its parts, with its output
larger than the sum of all inputs.
– Peter F. Drucker
Management
32. Synthesis, not analysis
Analysis is only one way of thinking;
synthesis is another. [...] In analysis, something
that we want to understand is first taken apart.
In synthesis, that which we want to understand
is first identified as part of one or more larger
systems.
– Russell L. Ackoff
Recreating the Corporation
35. Problem: Unscientific
new age fluffy bunnies
– Dave Snowden
http://km4meu.wordpress.com/2011/09/14/radical-ideals-and-fluffy-bunnies/
36. An unquestioned assumption
By formulating a research aim to uncover
the fundamental characteristics of systems of
various kinds, we were making the
unquestioned assumption that the world
contained such systems.
– Peter Checkland
Systems Thinking, Systems Practice
37. Actually, there are no systems
Where to draw a boundary around a
system depends on the questions we want to
ask.
– Donella H. Meadows
Thinking in Systems
38. There are perspectives
A system is a way of looking at the world.
– Gerald M. Weinberg
Introduction to General Systems Thinking
39. Systems depend on context
The boundaries of systems keep shifting,
using reductionism and holism.
How much to abstract or extend depends on
what you want to understand.
40. No radical holism/reductionism
Complexity theory does not embrace the
radical holism of systems theory, the notion that
everything matters and everything has to be
taken into account.
– Steve Phelan
The Interaction of Complexity and Management
42. Brains, bacteria, immune systems, the Internet,
countries, gardens, cities, beehives…
They’re all complex adaptive systems.
43. A team is a complex adaptive system (CAS), because it
consists of parts (people) that form a system (team),
and the system shows complex behavior while it keeps
adapting to a changing environment.
44. One perspective
The properties of complex adaptive systems are:
• Aggregation
• Nonlinearity
• Flows
• Diversity
– John H. Holland
Hidden Order
45. Another perspective
There are six notions in complexity theory:
• Sensitivity to initial conditions (butterfly effect)
• Strange attractors (unpredictability)
• Self-similarity (fractals)
• Self-organization (distributed control)
• The edge of chaos (emergence)
• Fitness landscapes (continuous improvement)
– Michael C. Jackson
Systems Thinking: Creative Holism for Managers
46. And it evolved like this...
– Jeffrey Goldstein
Complexity and the Nexus of Leadership
50. Complexity theory itself is complex
Papers are being posted on the Web long
before publication and there is rapid movement
of what could be called precodified or
protocodified knowledge. […] I am not saying
whether this is good or bad; I am merely
suggesting that this is one of the characteristics
affecting the evolution of complexity sciences.
– Max Boisot
The Interaction of Complexity and Management
51. Complexity theory is about change
Complexity theory is not a cohesive theory.
It is not one equation. It is really a collection of
ideas about the concept of change in
complex adaptive systems […]. It talks about the
dynamics of change in a system.
– Irene Sanders
The Interaction of Complexity and Management
52. People and relationships
We found that this new science leads to a
new theory of business that places people and
relationships […] into dramatic relief.
– Roger Lewin, Birute Regine
The Interaction of Complexity and Management
53. And about hype
I think the next century will be the century
of complexity.
– Stephen Hawking
San Jose Mercury News, 23 January 2000
54. And about unification
We can justifiably think of Complexity as a
sort of umbrella science – or even the Science of
all Sciences.
– Neil Johnson
Simply Complexity
55. But who wants unification?
Scholars […] have been understandably
reluctant to see their pet subject as simply one
more example of some broader 'general
system'!
– Peter Checkland
Systems Thinking, Systems Practice
56. No consensus, no unification
Perhaps because the field has attracted
researchers from a wide diversity of home
disciplines, there is no consensus as to how
to define, measure, describe, or interpret
"complexity."
– Steve Maguire
The Interaction of Complexity and Management
57. Complexity theory explains why complex
problems need multiple perspectives.
It is successful in explaining its own failure at
being one theory!
58. But complexity is growing
Accelerating economic and social change in
the global economy, the consequent imperative
for ever faster innovation, the emergence of
global networks of partners, […] the
multiplication of media channels, and
burgeoning diversity in both the workplace and
marketplace.
– Steve Denning
Radical Management
59. And complicated is not complex
Analysis works in complicated cases (plic in
complicated means "fold"), but the
interweavings (plex) of the complex do not yield
to reductionist analysis or to a concentration on
details.
– Michael L. Lissack
The Interaction of Complexity and Management
60. You can try to simplify a system to make it understandable
But you cannot linearize the system to make it predictable
61. Complicated vs. Complex is itself is reductionism
(and a false dichotomy)!
Some systems can be seen as both complicated
and complex.
62. This is all great, but
how do we use all
these ideas about
complexity
63. The Scientific Method
The traditional approach...
1. Observations
2. Hypotheses
3. Predictions
4. Experiments
http://en.wikipedia.org/wiki/Scientific_method
64. Houston, we have a problem
This makes the standard method of
accumulating evidence highly problematic,
because it is based on the assumption of
repetitive events. Evidence is accumulated by
observing repetitions in traditional science but
rather different notions of evidence need to be
developed for the complexity sciences.
– Ralph Stacey
Complexity and Organizational Reality
65. Complexity invalidates prediction!
The crucial problem which science faces is
its ability to cope with complexity.
– Peter Checkland
Systems Thinking, Systems Practice
70. model
mod·el noun ˈmä-dəl
– a usually miniature representation of something
– a description or analogy used to help visualize
something (as an atom) that cannot be directly
observed
– a system of postulates, data, and inferences
presented as a mathematical description of an
entity or state of affairs
http://www.merriam-webster.com/dictionary/model
71. We use models for two reasons
Confirmatory models: prediction & control
Exploratory models: insight & understanding
– Steve Phelan
The Interaction of Complexity and Management
72. We’ll focus on exploratory models
Confirmatory models are impossible to make in
complexity theory. But we can use exploratory
models to aid in sense-making.
73. Making sense of improvement
http://en.wikipedia.org/wiki/PDCA
http://gumption.typepad.com/blog/entrepreneuria/
74. Making sense of learning
Shu
Ha
Ri
Beginner
Advanced Beginner
Competent
Proficient
Expert
http://en.wikipedia.org/wiki/Shuhari
http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
76. There’s only 1 criterion for models
Does the model help people to make sense of
the world (insight and understanding)?
77. Of course, it requires a balance
How detailed (complicated) will you make the
model to make it useful?
The usefulness of a model depends on the
complexity of the mind and of the environment.
78. A simple model of London
http://3.bp.blogspot.com/_FHHhq9JdAXg/TIUalCWz_zI/AAAAAAAAAUg/C0CTOtV6iiw/s1600/cowshed-spasmap-aw8-low+res.jpg
79. A complicated model of London
http://www.bestcitymaps.com/citymaps/images/london.jpg
82. A simple model for managers
– Jurgen Appelo
Management 3.0
83. A complicated model for managers
– Dan Levinthal
The Interaction of Complexity and Management
84. Models are never perfect
All models wrong, some are useful.
– George Box
Usefulness is context-dependent. It depends
on the people and their environment.
86. metaphor
met·a·phor noun ˈme-tə-ˌfȯr also -fər
– a figure of speech in which a word or phrase
literally denoting one kind of object or idea is used
in place of another to suggest a likeness
or analogy between them
http://www.merriam-webster.com/dictionary/metaphor
87. Metaphors in science
• Butterfy Effect
• Edge of Chaos
• Survival of the Fittest
Metaphors are fuzzy but effective models.
88. Metaphors in management
organizations as machines;•
organizations as organisms;•
organizations as brains;•
organizations as flux and transformation;•
organizations as cultures;•
organizations as political systems;•
organizations as psychic prisons;•
organizations as instruments of domination;•
organizations as carnivals• .
– Michael C. Jackson
Systems Thinking: Creative Holism for Managers
89. Organizations as machines
Machine images pervade management
jargon. We have managers who “run” a
company, much the way you would run a
machine. We have the “owners” of the
company, which is perfectly appropriate
terminology for a machine but somewhat
problematic when applied to a human
community. And of course there are leaders
who “drive change.”
– Peter M. Senge
The Fifth Discipline
91. Example: inventory as waste
The metaphor of inventory applied to
knowledge work can be useful, but it fails fast.
It leads people to draw conclusions about
“waste” that make no sense (to me).
92. Useful question: when do they fail?
Metaphors are the weakest of all models.
They fail fast.
Science likes mathematical models.
They fail much later.
93. A key point of complexity theory
Multiple weak models can make just as much
sense as one strong model. (And it’s certainly
better than no models.)
In the end all models fail.
94. This point makes it clear you also need other
people’s views on complexity thinking.
A single perspective is not enough!
96. mathematics
math·e·mat·ics noun ˌmath-ˈma-tiks, ˌma-thə-
– the science of numbers and their operations,
interrelations, combinations, generalizations, and
abstractions and of space configurations and their
structure, measurement, transformations, and
generalizations
http://www.merriam-webster.com/dictionary/mathematics
97. Scientific management (Taylorism)
The earliest attempt at applying mathematics to
management of organizations.
• Improving efficiency
• Reducing variation
• Increasing output
http://en.wikipedia.org/wiki/Scientific_management
99. simulation
sim·u·la·tion noun ˌsim-yə-ˈlā-shən
– the imitative representation of the functioning of
one system or process by means of the functioning
of another
– examination of a problem often not subject to
direct experimentation by means of a simulating
device
http://www.merriam-webster.com/dictionary/simulation
100. The heart of complexity theory
At the heart of complexity theory are these
formal models that utilize new techniques in
artificial intelligence to motivate artificial
agents. Behind them are some heavy-duty
mathematics and computer science.
– Steve Phelan
The Interaction of Complexity and Management
101. Problem: prediction & control
For systems dynamics thinkers, the aim is to
identify leverage points for interventions that
will enable them to identify where, when and
how to initiate change and so stay in control.
However, the ability to do this in a system that is
sensitive to tiny changes is called into question.
That obviously has serious implications for the
human ability to stay ‘in control’.
– Ralph Stacey
Complexity and Organizational Reality
103. pattern
pat·tern noun ˈpa-tərn
– a form or model proposed for imitation
– a reliable sample of traits, acts, tendencies, or other
observable characteristics of a person, group, or
institution
– a discernible coherent system based on the
intended interrelationship of component parts
http://www.merriam-webster.com/dictionary/pattern
105. Archetype: Shifting the burden
Shifting the burden, dependence, and
addiction arise when a solution to a systemic
problem reduces (or disguises) the symptoms,
but does nothing to solve the underlying
problem.
– Donella H. Meadows
Thinking in Systems
106. Archetype: Shifting problems
Solutions that merely shift problems from
one part of a system to another often go
undetected because, unlike the rug merchant,
those who “solved” the first problem are
different from those who inherit the new
problem.
– Peter M. Senge
The Fifth Discipline
107. Archetype: The easy way out
We all find comfort applying familiar
solutions to problems, sticking to what we know
best.
– Peter M. Senge
The Fifth Discipline
108. Problem : objectivation
Consider how this systems thinking
compares with the earlier framework of
scientific management. The manager continues
to be equated with the natural scientist, the
objective observer, and just as the scientist is
concerned with a natural phenomenon, so the
manager is concerned with an organization.
– Ralph Stacey
Complexity and Organizational Reality
109. Problem : objectivation
Hard systems thinking is unable to deal
satisfactorily with multiple perceptions of
reality. […] Different stakeholders will have
diverse opinions about the nature of the system
they are involved with and about its proper
purposes.
– Michael C. Jackson
Systems Thinking: Creative Holism for Managers
114. “Soft Complexity”
Systems theory ->
Hard systems thinking
Soft systems thinking
Complexity theory ->
Hard complexity
Soft complexity
– Steve Maguire
The Interaction of Complexity and Management
117. 1) Address complexity with complexity
The complexity of a system must be
adequate to the complexity of the environment
that it finds itself in.
– Max Boisot
The Interaction of Complexity and Management
The human mind is more complex than tools
Use stories, metaphors, pictures…
118. Law of Requisite Variety
If a system is to be stable the number of
states of its control mechanism must be greater
than or equal to the number of states in the
system being controlled.
– William Ross Ashby
119. Law of Requisite Variety
Ashby's law of requisite variety is as
important to managers as Einstein's law of
relativity to physicists.
– Anthony Stafford Beer
Designing Freedom
120. The Kanban board is complicated, not complex.
http://www.xqa.com.ar/visualmanagement/tag/kanban/
122. Narratives useful for sense-making
[Complexity thinkers] argue that complex
thinking is best accomplished in a narrative
mode of thinking rather than the propositional
thinking of the traditional scientific method. […]
Both involve recursiveness, nonlinearity,
sensitive dependency on initial conditions,
indeterminacy, unpredictability and emergence.
– Ralph Stacey
Complexity and Organizational Reality
124. Reduction vs. Absorption
Complexity reduction entails getting to
understand the complexity and acting on it
directly, including attempting environmental
enactment. Complexity absorption entails
creating options and risk-hedging strategies.
– Max Boisot
The Interaction of Complexity and Management
125. From reduction to absorption
Top-down rules reduce an organization’s
ability to deal with variety.
– John Seddon
Freedom from Command & Control
126. Insofar as the business environment is
becoming more complex, firms will need to shift
from the complexity-reducing strategies that
secured their success from the end of the
nineteenth until the end of the twentieth
century and place more stress on complexity-
absorbing ones-a shift away from bureaucracies
and toward fiefs, markets, and clans.
– Max Boisot
The Interaction of Complexity and Management
Reduction vs. Absorption
127. 2) Use a diversity of models
Complexity itself is anti-methodology. It is
against "one size fits all."
– Tom Petzinger
The Interaction of Complexity and Management
Multiple weak models can make just as much
sense as one strong model.
128. Each systems approach is useful for certain
purposes and in particular types of problem
situation. A diversity of approaches, therefore,
heralds not a crisis but increased competence in
a variety of problem contexts.
– Michael C. Jackson
Systems Thinking: Creative Holism for Managers
Multiple approaches
129. Different people and tools•
Different metaphors and analogies•
Different patterns and simulations•
Different methods and practices•
Multiple approaches
130. 3) Assume dependence on context
Best practice is past practice.
– Dave Snowden
The Interaction of Complexity and Management
131. Retrospective coherence
Any evidence provided will depend on the
period selected and the place in which the
events are occurring as well as other aspects of
context. It follows that any relationship anyone
identifies between a management action and an
outcome could have far more to do with a
particular time and place where the sample is
selected than anything else.
– Ralph Stacey
Complexity and Organizational Reality
132. 4) Assume subjectivity and coevolution
The observer influences the system, and the
system influences the observer.
The people form the culture, and the culture
forms the people.
135. 6) Develop models in collaboration
Does the model help people to make sense of
the world (insight and understanding)?
136. 1. Address complexity with complexity
2. Use a diversity of models
3. Assume dependence on context
4. Assume subjectivity and coevolution
5. Anticipate, adapt, and explore
6. Develop models in collaboration
138. Address1. complexity with complexity
Use2. a diversity of models
Assume3. dependence on context
Assume4. subjectivity and coevolution
Anticipate, adapt, and explore5.
Develop6. models in collaboration
Does Scrum Match ComplexityThinking?
Yes
No
Yes
Yes
No
Yes
139. 1. Address complexity with complexity
2. Use a diversity of models
3. Assume dependence on context
4. Assume subjectivity and coevolution
5. Anticipate, adapt, and explore
6. Develop models in collaboration
141. It’s about the shareholder
Our aim is to be the biggest or second
biggest market player, and to return maximum
value to stockholders.
– Jack Welch (General Electric)
http://en.wikipedia.org/wiki/Shareholder_value
142. It’s about the customer
There is only one valid definition of business
business purpose: to create a customer.
– Peter F. Drucker
Management
143. It’s about the employee
When we talk to our People, we proudly
draw a pyramid on the chalkboard and tell
them: You are at the top of the pyramid. You are
the most important person to us. You are our
most important Customer in terms of priority.
– Colleen Barrett (Southwest Airlines)
http://leaderchat.org/2011/01/10/customers-employees-and-shareholders%E2%80%94who-comes-first-in-your-organization/
144. It’s about the organization
The fundamental mission of an organization
is to survive.
– W. Warner Burke
Organization Change
145. It’s about the environment
The function of firms is to produce and
distribute wealth.
– Russell L. Ackoff
Recreating the Organization
146. It’s about all of them
Organizations must be viewed as social
systems serving three sets of purposes: their
own, those of their parts and those of the wider
systems of which they are part.
– Michael C. Jackson
Systems Thinking: Creative Holism for Managers
147. It’s about none of them
A system has no purpose. Purpose is a
relation, not a thing to have.
– Gerald M. Weinberg
Introduction to General Systems Thinking
148. Well, it depends...
Purposes are deduced from behavior, not
from rhetoric or stated goals.
– Donella H. Meadows
Thinking in Systems
149. My view (with complexity thinking hat)
They all have a good point.
Sometimes we need a simple model.
Sometimes we need a complicated model.
150. The Shu-Ha-Ri of purpose
Shu Delight customers
Ha Delight all stakeholders
Ri Delight yourself
156. The magpie
Finds what’s valuable and uses it in its nest
The only bird capable of self-reflection
157. Address1. complexity with complexity
Use2. a diversity of models
Assume3. dependence on context
Assume4. subjectivity and coevolution
Anticipate, adapt, and explore5.
Develop6. models in collaboration
Copy and change7.
158. The peacock
Showing off a complicated but totally useless idea
Not capable of self-reflection
159. Don't take speakers too seriously.
Listen (critically) to the magpies
Be wary of the peacocks.
164. http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and
I cannot possibly list them all. Though I did my very best to attribute
all authors of texts and images, and to recognize any copyrights, if
you think that anything in this presentation should be changed,
added or removed, please contact me at jurgen@noop.nl.
Editor's Notes
When we talk about things we always use abstractions. Incomplete representations of the world around us.
And we always have multiple options for choosing abstractions.
Engineers and scientists are particularly good at abstractions, which is why all system theories are created by “left-brainers”.Note: it is known that “left-brain” versus “right-brain” is bad science. But it is a useful metaphor.
But too much abstraction leads to problems. Such as executives only focusing on cold numbers in spreadsheets, instead of real human beings.
Or consultants trying to design organizations, without realizing that they cannot be objective observers.
Or the alienation of architects who create fantastic models that don’t make sense to people in real situations.
Or the idea that project management can predict and control the future.
Or the idea that there is always someone to blame whenever there is a problem.
Some people think we should strive for a holistic approach to organizations. We can call them the “right-brainers”.
In fact, it is impossible to be really holistic.
It is always necessary to place boundaries.And where to place them depends on the problem.
See book: page 41-45
This is the same as the Law of Requisite Variety. But this quote is easier to explain.Only the human mind is at least as complex as the complexity of the environment that software projects find themselves in.
I explain that the 360 degree evaluation is, in principle, a good idea. Because the point is to let the system (the team) generate its own feedback about its parts (team members).However, in some companies it is implemented badly. There are even HR tools that fully automate the 360-degree process, enabling people to fill out forms via email, anonymously, about each other. This is very bad for trust and respect in the organization.I explain that the last time I organized a 360 degree evaluation I did it during dinner with the whole team. It was a great and very useful experience.See book: page 242-245
I explain that complexity researcher Dave Snowden says in his keynotes that stories/narratives work better than values or vision statements. And I show with this picture that we used a lego model of metaphors, combined with photos and video, to craft the vision for the ALE network.
The “long tail” and the “strength of weak ties” are both metaphors that suggest that the sum of all small things in a social network can together be more powerful than the few strong things in the network.Likewise, several weak models can be more powerful than one strong model.In social systems we only have weak models (no strong mathematical models).Therefore, we need multiple models to make sense of the world around us.
What worked for you in the past may not work for you in the future.What works for somebody else may not work for you.
The practices you try will influence the system, but the system will also influence the practices you try.
Exploration is often forgotten on Agile teams.They only do (lots of) adaptation and (a bit of) anticipation.
Working models must be developed through their actual use by people, otherwise they won’t make sense to them.
In Scrum the whole team is required to participate in stand-ups and planning/demo meetings. Therefore Scrum wants us to use the complexity of the minds of the whole team to deal with the complexity of the environment.Scrum is just one model. For example, it specifically requires the use of timeboxes and is incompatible with iterationless models (such as Kanban). In fact, the term “ScrumBut” clearly suggests that there is a “proper” way of doing Scrum.Scrum does recognize that it is a framework and that other practices have to be filled in to make it work, but acknowledges that these practices depend on context.Scrum specifically suggests to iterate often because the demo of the product will influence the customer, and this will influence the backlog, and therefore the product.There is only focus on adaptation and anticipation in Scrum. There is no clear suggestion to explore.Scrum requires that the team changes its process model through regular retrospectives.