Creativity can be understood as a complex system consisting of many interacting elements rather than a single defined concept. Viewing creativity through the lens of complexity theory allows for a more holistic and diverse understanding that is open to environmental influences. This perspective expands how and where creativity can be seen, such as in everyday life, and helps explain why defining and understanding creativity is so difficult. Complexity theory provides a framework to understand creativity as a system with fluid boundaries instead of fixed definitions.
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 Uncertainty drives us to step out from our outdated belief systems and explore, understand and modell these possibilities through experiencing, and the joint evolution of these possibilities is going to form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.
At a recent ‘lunchtime talk’ session, , Eliat Aram, the Institute’s CEO attempted a second ‘bite’ into Complexity theory, this time introducing Staff and Guests to the ‘complex responsive processes of relating’ perspective developed by Prof. Stacey, Prof. Shaw and Prof. Griffin and its implications to intervention design and organisational development work.
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.
At a recent ‘lunchtime talk’ session, , Eliat Aram, the Institute’s CEO attempted a second ‘bite’ into Complexity theory, this time introducing Staff and Guests to the ‘complex responsive processes of relating’ perspective developed by Prof. Stacey, Prof. Shaw and Prof. Griffin and its implications to intervention design and organisational development work.
TEORIA DELLA COMPLESSITA’ E ANALISI DELLE RETI
Applicazioni e declinazioni in ambito manageriale
Destinatari:
Manager di aziende pubbliche e private
Professionisti in consulenza direzionale, finanziaria ed organizzativa
Dottorandi e Laureati II livello con mission aziendale
Rapallo – Santa Margherita Ligure (GE)
22 – 29 gennaio 2014
Un prestigioso team
per l’apprendimento generativo
TEAM DOCENTI: Il team di docenti ed esperti impegnati nel 1st Complexity Management Winter Lab adotta una metodologia didattica basata sul processo di apprendimento generato dalla prossimità e circolarità della relazione tra tutti i partecipanti. Il metodo di dialogo con i partecipanti, la sponsorship e la co-docenza favoriscono e facilitano l’emergere di nuove idee e di nuove possibilità di comprensione e di comportamento connesse allo studio ed alla pratica della teoria della complessità, dei suoi metodi e dei suoi tools.
Docenti:
Alberto Felice De Toni
Alessandro Cravera
Claudio Bergamini
Dario Simoncini
Giancarlo Oriani
Marinella De Simone
Mauro De Bona
Riccardo Antonini
Rodolfo Baggio
Valerio Eletti
Complexity Management Winter Lab 2015 - Presentazione di Matteo Busanelli all...Complexity Institute
In conclusione al Complexity Management Winter Lab che si è svolto a Santa Margherita Ligure dall'8 al 14 marzo 2015 dedicato a "Big Data e Neural Networks nel Complexity Management", è stata prevista una sessione denominata "Open Mind Lab" in cui i Partecipanti, sulla base di quanto si è affrontato durante la settimana, hanno preparato dei lavori individuali da presentare in seduta plenaria la mattina dell'ultimo giorno, prima della consegna dei certificati di partecipazione.
Per l'Open Mind Lab, Matteo Busanelli ha presentato, attraverso l'utilizzo di Prezi, delle slides dal titolo:
"Riflessioni su Grandi Dati, Complessità e... un po' di neuroni!"
La vera sfida manageriale di questi anni è trovare la chiave per guidare le imprese in un contesto caratterizzato da un'elevata complessità e nel quale diventa difficile fare previsioni su quali possano essere i passi da seguire. Capacità di leggere gli scenari e di cambiare velocemente sono solo alcune delle chiavi che ci illustra Alessandro Cravera in questa presentazione che ha fatto nella serata del 14 aprile 2014 presso i Lunedì di ModenaIN
Una riflessione ragionata sull'innovazione e sulle trasformazioni sociali e culturali che, a partire dalla globalizzazione, hanno portato all'affermarsi dell'economia informale e delle forme di sharing economy e di servizi peer to peer.
L'innovazione manageriale nello sviluppo dei servizi e dei prodottiClaudio Saurin
Oggi ci troviamo a fronteggiare la velocità e l'imprevedibilità del cambiamento, spesso interagendo in modo non lineare con molti elementi fra loro diversi: questa è la definizione di complessità delle organizzazioni.
In questo contesto, innovare il processo di sviluppo di servizi e prodotti è strategico; si tratta di una innovazione manageriale che è prima di tutto una innovazione culturale.
Per fare questo occorrono nuovi stili di leadership e nuove modalità di gestione dei progetti.
Cercheremo di raccontare il passaggio che sta avvenendo nello stile manageriale in diversi contesti, lontano da noi, in modo eclatante (Toyota, Google, Apple) o vicino a noi, in modo silenzioso (la bella azienda della profonda provincia veneta, Breton).
Il manager deve cambiare, guidando il suo team in modo condiviso e divenendone parte integrante, in un panorama che, pur complesso e frammentato, offre strumenti per essere affrontarlo con più serenità.
Le metodologie Lean di derivazione Toyota e le metodologie Agili elaborate per sostenere lo sviluppo turbolento del software, gli strumenti della community 2.0 ed il classico Gantt di progetto, diventano gli ingredienti che, miscelati in funzione del tipo di organizzazione e del progetto, consentono di gestire con efficacia ed efficienza la complessità dei progetti di oggi.
E' riportato anche un esempio di una applicazione di Hybrid Project Management per la gestione dei cantieri edili, sviluppata in collaborazione con l'architetto Daniela Rinaldi di Verona.
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
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/
Wolfgang Hofkirchner: Facing complexity - General System TheoryJosé Nafría
Ponencia del curso: "Pensamiento Sistémico Abierto: en la encrucijada de un mundo complejo"
International Workshop: "Open System Thinking: at the crossroad of a complex world"
Universidad de León, Sierra Pambley, Mayo de 2013
TEORIA DELLA COMPLESSITA’ E ANALISI DELLE RETI
Applicazioni e declinazioni in ambito manageriale
Destinatari:
Manager di aziende pubbliche e private
Professionisti in consulenza direzionale, finanziaria ed organizzativa
Dottorandi e Laureati II livello con mission aziendale
Rapallo – Santa Margherita Ligure (GE)
22 – 29 gennaio 2014
Un prestigioso team
per l’apprendimento generativo
TEAM DOCENTI: Il team di docenti ed esperti impegnati nel 1st Complexity Management Winter Lab adotta una metodologia didattica basata sul processo di apprendimento generato dalla prossimità e circolarità della relazione tra tutti i partecipanti. Il metodo di dialogo con i partecipanti, la sponsorship e la co-docenza favoriscono e facilitano l’emergere di nuove idee e di nuove possibilità di comprensione e di comportamento connesse allo studio ed alla pratica della teoria della complessità, dei suoi metodi e dei suoi tools.
Docenti:
Alberto Felice De Toni
Alessandro Cravera
Claudio Bergamini
Dario Simoncini
Giancarlo Oriani
Marinella De Simone
Mauro De Bona
Riccardo Antonini
Rodolfo Baggio
Valerio Eletti
Complexity Management Winter Lab 2015 - Presentazione di Matteo Busanelli all...Complexity Institute
In conclusione al Complexity Management Winter Lab che si è svolto a Santa Margherita Ligure dall'8 al 14 marzo 2015 dedicato a "Big Data e Neural Networks nel Complexity Management", è stata prevista una sessione denominata "Open Mind Lab" in cui i Partecipanti, sulla base di quanto si è affrontato durante la settimana, hanno preparato dei lavori individuali da presentare in seduta plenaria la mattina dell'ultimo giorno, prima della consegna dei certificati di partecipazione.
Per l'Open Mind Lab, Matteo Busanelli ha presentato, attraverso l'utilizzo di Prezi, delle slides dal titolo:
"Riflessioni su Grandi Dati, Complessità e... un po' di neuroni!"
La vera sfida manageriale di questi anni è trovare la chiave per guidare le imprese in un contesto caratterizzato da un'elevata complessità e nel quale diventa difficile fare previsioni su quali possano essere i passi da seguire. Capacità di leggere gli scenari e di cambiare velocemente sono solo alcune delle chiavi che ci illustra Alessandro Cravera in questa presentazione che ha fatto nella serata del 14 aprile 2014 presso i Lunedì di ModenaIN
Una riflessione ragionata sull'innovazione e sulle trasformazioni sociali e culturali che, a partire dalla globalizzazione, hanno portato all'affermarsi dell'economia informale e delle forme di sharing economy e di servizi peer to peer.
L'innovazione manageriale nello sviluppo dei servizi e dei prodottiClaudio Saurin
Oggi ci troviamo a fronteggiare la velocità e l'imprevedibilità del cambiamento, spesso interagendo in modo non lineare con molti elementi fra loro diversi: questa è la definizione di complessità delle organizzazioni.
In questo contesto, innovare il processo di sviluppo di servizi e prodotti è strategico; si tratta di una innovazione manageriale che è prima di tutto una innovazione culturale.
Per fare questo occorrono nuovi stili di leadership e nuove modalità di gestione dei progetti.
Cercheremo di raccontare il passaggio che sta avvenendo nello stile manageriale in diversi contesti, lontano da noi, in modo eclatante (Toyota, Google, Apple) o vicino a noi, in modo silenzioso (la bella azienda della profonda provincia veneta, Breton).
Il manager deve cambiare, guidando il suo team in modo condiviso e divenendone parte integrante, in un panorama che, pur complesso e frammentato, offre strumenti per essere affrontarlo con più serenità.
Le metodologie Lean di derivazione Toyota e le metodologie Agili elaborate per sostenere lo sviluppo turbolento del software, gli strumenti della community 2.0 ed il classico Gantt di progetto, diventano gli ingredienti che, miscelati in funzione del tipo di organizzazione e del progetto, consentono di gestire con efficacia ed efficienza la complessità dei progetti di oggi.
E' riportato anche un esempio di una applicazione di Hybrid Project Management per la gestione dei cantieri edili, sviluppata in collaborazione con l'architetto Daniela Rinaldi di Verona.
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
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/
Wolfgang Hofkirchner: Facing complexity - General System TheoryJosé Nafría
Ponencia del curso: "Pensamiento Sistémico Abierto: en la encrucijada de un mundo complejo"
International Workshop: "Open System Thinking: at the crossroad of a complex world"
Universidad de León, Sierra Pambley, Mayo de 2013
Speech by thinker Alexis Karpouzos in the international curriculum "Transformation of Thought and Evolution of Consciousness’’ that was organized in summer 2016 in Athens
We live in a universe that can be seen and experienced from many different perspectives. We therefore need to look at the universe from many different angles. Everything and everyone is a form of the universe being expressed in a particular way. In other words, each one of us can say with absolute certainly "We are the Universe!" Since we are the universe, each one of us provides a valuable perspective that complements the contributions of everyone and everything else around us.Each of us is the universe being expressed in a particular location in a specific way. We're all part of the same moving and evolving cosmos, but the view of it is unique from each of our respective locations. This suggests that the universe is not only omnicentric, but that it is also multiperspectival – there are many different, and equally valid, viewpoints on this. Each one of us is a cosmic laboratory within which we can discover the secrets of the universe.
This lighting talk aims to explore, from an holistic point of view as opposed to the reductionist thinking, how the Lean Agile methodologies can be considered as part of the “turning point” in the crisis of Western reductionist way of thinking. Recent scientific discoveries indicate that all life – from the most primitive cells, up to human societies, corporations and nation-states, even the global economy – is organized along the same basic patterns and principles: those of the network. Both (Lean & Agile) offer a thinking tool set that allow us to create new models and different approaches. Hence, in this lighting talk I would like to affirm how tightly humans are connected with the fabric of life and make it clear that it is imperative to organize our world according to a different set of values and beliefs.
Permaculture Patterning, a design framework for systemic transformationLilian Ricaud
How do we change the system(s) we live in ? By essence a system is an inherently complex web of relationships. Systems thinking researcher Donella Meadows has given us a map of leverage points to act on a system but there is no practical plan as to where to start effectively to trigger systemic change.
Interestingly around the late seventies, two systems thinkers/practitioners developed practical design frameworks for systems transformation.
The first framework, Permaculture, is an integrated approach to designing agro-ecological systems developed by ecological scientist Bill Mollison. Permaculture focussed initially on developing a resilient “permanent-agriculture” but it was expanded to stand also for "permanent culture," as it was seen that social aspects were integral to a truly sustainable system. Although it is still not widely recognized by either the scientific community or the general public, Permaculture has developed a very powerful set of analytical and design tools for whole systems transformation.
The second framework, Pattern Languages, was developed by architect Christopher Alexander to build human settlements and “living” architectural systems. If Alexander’s Pattern Language focusses on built structures, it also encompasses a social dimension. Although Alexander’s work hasn’t taken off in the architectural field it deeply inspired software programming and a growing number of disciplines.
Both frameworks share a common approach to systems design called patterning.
While design builds structures by assembling elements, patterning can be seen as a branch of design that builds systems by weaving relationships.
In this paper we look at the commonalities and differences between the two approaches, discuss how they could be used by systems thinking practitioners and propose Permaculture Patterning as a new framework for systems design and transformation.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
How world-class product teams are winning in the AI era by CEO and Founder, P...
Creativity as a diverse complex system
1. Creativity as a Diverse Complex System Jjenna Hupp Andrews July 8, 2010 Background Artwork: Emerging, a sculpture created by the presenter.
2. Creativity itself can be understood as a complex system, created through non-linear interactions with other complex systems as well as the environment within which is it is found.
3. Paper Overview Similarities: between SCS (David Schuldberg)and Complexity Theory. How creativity can be understood as a complex system. Possibilities of how this view of creativity can be applied in everyday life.
4. “Living Well Creatively: What’s chaos got to do with it,” by David Schuldberg Correlations between Chaos Theory and creativity. Schuldberg connects the concept of everyday creativity with Chaos Theory and what he calls SCS (Somewhat Complicated Systems). SCS are on a psychological level “small non-linear dynamical systems… that change with time, contain nonlinear relationships, and, when coupled together, form the building blocks of larger, more intricate systems” (Schuldberg 57-58).
5. Complexity Theory Comes out of Systems Theory and mathematical/computational theory so has mostly been discussed in the science and mathematics realms, but it is making inroads into philosophy and more social and cultural disciplines, mostly though the work of scholars such as Paul Cilliers and Mark C. Taylor (Heylighen, Cilliers and Gershenson 14). Complexity Theory takes into account the “relational character” of complex systems and the components of those systems (Cilliers, Tanya and Roodt 9).
6. SCS & Complexity Theory overlap What Schuldberg describes as “Somewhat Complicated Systems” aligns with the description of a complex system as a non-linear system which very basically “described as a system that is comprised of a large number of entities that display a high level of (non-linear) interactivity” (Uden, Kurt and Cilliers). Like SCS, complex systems are systems that consist of multiple elements that interact with each other and their environment in a non-linear way and that can produce affects that are not necessarily directly proportional to its size.
7. Difference between SCS & complex systems There is a clear distinction between the terms complicated and complex, specifically when looking at systems. Complexity Theory looks to how the whole is so much more than the sum of the parts and holds that it is the connections and relationships that exist within the system and between the system and its environment that make this possible. A complicated system can be broken down into units and rules and be understood. “that a jumbo jet is complicated, but that a mayonnaise is complex” (3).
8. The Complexity of Creativity Schuldberg defines creativity as “coming up with solutions to life’s problems, solutions that are both novel and useful” (Schuldberg 55). The term creativity is often used as if it is this unified, well-defined concept that everyone understands, and yet this is not the case. The problem lies in the common belief that everyone shares the same definition of creativity, when in fact the word itself can refer to many different things or actions and often the definitions are exclusionary of other definitions. On solution is to view creativity as an open and complex system in which there are many elements that interact in a variety of ways to create our different understandings of creativity.
9. The Complexity of Creativity Creativity can be understood not through a specific definition but as a complex system made up of a large number of elements/characteristics that interact and overlap with each other and are open to interaction with environmental factors, and thus create opportunities for novel connections and solutions to emerge.
10. Complex System vs. a Specific Characteristic or Act Creativity is no longer seen as a specific “thing” that is processed by some and not by others; instead it becomes a web of interactions and relationships that come together in such a way to serve the current purpose in a “novel” way. Definition is no longer closed and stagnant. It is in how the various elements and characteristics come together and interact with the specific environment that is being addressed. By definition, it is an open system (Cilliers 2005, 257). An open system is one that interacts with its environment and as such, it is often difficult to define the borders of the system. It provides for the environmental influences and interactions involved in creativity.
11. Objection to creativity as a complex system It is so open that it can encompass anything, therefore the term creativity looses all meaning. This is not necessarily the case. This is not an argument that creativity is relative and that “anything goes” but instead an argument that creativity is a system with a structure that cannot be broken down into a set of elements or simple rules that govern it and with boundaries that are not fixed but open to outside influences.
12. Limitations of creativity as a complex system Complexity Theory holds that all descriptions of a complex system by necessity must exclude elements; it is impossible to understand every aspect and detail of a complex system. One cannot predict with certainty how a complex system will function in the future, nor can we have complete knowledge of a complex system. We must make choices, creating frameworks, as to what to include and exclude from our understanding of the system, making it manageable for use to comprehend. The specific definitions of creativity are frameworks for us to make comprehensible the specific acts/events/things we categorize as creative.
13. Concept of Creativity Creativity is by its very nature is complex as evidenced by the wide variety of definitions and theories connected with it. Viewing creativity through Complexity Theory provides a framework from which to understand how one “term” can encompass so many different conceptions. Complexity Theory is not designed to “provide us with exact tools to solve complex problems, but show us (in a rigorous way) exactly why the problems are so difficult” (Cilliers 2005, 257). Derrida: “One shouldn’t complicate things for the pleasure of complicating, but one should also never simplify or pretend to be sure of such simplicity where there is none. If things were simple, word would have gotten round…” (Cilliers 2005, 266).
14. Creative Complexity in the Everyday….Diversity & resiliency in the system By viewing creativity as a complex system, creativity is no longer limited to specific domains but rather an open system of interactions and relationships between diverse elements that transcend domains. This holistic view of creativity creates a diversity that allows for more resilience in the system of creativity. The more diversity of elements within the system, the more able the system is able to respond in novel ways to input from outside the system.
15. Creative Complexity in the Everyday The conception of creativity as a complex system opens up the definition of creativity and therefore our narrow understanding of creativity changes. By viewing creativity as a complex system made up of elements/characteristics that interact with each other and are open to interaction with environmental factors, we are now able to see creativity in what was previously seen as mundane. This expansion of the understanding or creativity also has ramifications on how one view’s one’s self: Creativity can no longer be seen as the exclusive domain of the arts and creative disciplines. We would be able to recognize that “artistic” and “creativity” are two different systems (though they can and do overlap).
16. New boundaries: a beginning Complexity Theory provides a framework from which to begin to create a holistic approach to creativity. It is not a definitive solution but rather a view into “exactly why the problems are so difficult” (Cilliers 2005, 257). By approaching creativity as a complex system, we are able to understand the multiple and often conflicting definitions of creativity and we can accept that conflicting definitions can at the same time be valid and “true.”
17. New boundaries: a beginning Complexity Theory allows us to envision new, fluid boundaries for creativity, without destroying the integrity of this concept we call creativity. It becomes a diverse system of possibilities and new beginnings, always in touch with and responding to its environment. The key is to loosen our tight grasp on our preconceived notions and concrete definitions of creativity and open up to new creative possibilities.
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19. Works Cited Cilliers, Paul. Complexity and Postmodernism: Understanding Complex Systems. London/New York: Routledge, 1998. —. "Complexity, Deconstruction and Relativism." Theory, Culture & Society vol. 22.5 (2005): 255-267. —. "Difference, Identity And Complexity: A Philosophical Analysis." Complexity. http://complexity.vub.ac.be/phil/drafts/Cilliers-diff.pdf., 2005. 1-11. Cilliers, Paul, de Villiers Tanya and VastiRoodt. "The Formation of the Self: Nietzsche and Complexity." South African Journal of PhilosophyVol 21.No 1 (2002): 1-17. Heylighen, Francis, Paul Cilliers and Carlos Gershenson. "Complexity and Philosophy." Complexity, Science and Society. Ed. Jan Bogg and Robert Geyer. Oxford.: Radcliffe Publishing, 2007. Schuldberg, David. "Living Well Creatively: What's Chaos got to do with it?" Everyday Creativity. Ed. Ruth Richards. Washington DC: American Psychological Association , 2007. 55-73. Uden, Jacco Van, Richardson A. Kurt and Paul Cilliers. "Postmodernism Revisited? Complexity Science and the Study of Organisations." Journal of Critical Postmodern Organization Science vol. 3.no. 1 (2001): 53-67.
Editor's Notes
Simply put, SCS are small systems that interact with each other and their environment, in a non-linear way that can affect the larger whole. So, a small cause can create a large effect. This is characterized but the often used example of the “Butterfly Effect,” which is where, for example, a butterfly that flaps its wings in Asia, can affect the weather in California.
Chaos theory is the more “romantic” theory whose concepts have been adopted into a wider variety of disciplines, and has therefore often been confused with and for Complexity Theory (of which is it only a small part).
The components of a complex system are “to some degree autonomous in their behavior, while undergoing various direct and indirect interactions” (Heylighen, Cilliers and Gershenson 10). This is very similar to Schuldberg’s description of SCS as having “an internal nonlinear relationship linking means and ends, independent and dependant” (Schuldberg 60).
terms being employed in the two concepts. There is a clear distinction between the terms complicated and complex, specifically when looking at systems. Complexity Theory looks to understand complex systems not through breaking them down into smaller, simpler parts/units nor by boiling it down to a simple set of rules. In contrast, a complicated system is one that may have “a large number of components and perform sophisticated tasks, but in a way that can be analyzes (in the full sense of the word) accurately” (Cilliers 1998, 3). -A snowflake can be an example of a complicated system in that it appears complicated or complex on the surface but its existence and processes can be easily explained through a set of simple rules or actions. In contrast, a Complex system cannot be so easily explained. Complex systems are made up of “intricate sets of non-linear relationships and feedback loops that only certain aspects of them can be analyzed at a time. Moreover, analysis would always cause distortions.” (3). Complex systems often are associated with living organisms,-Somewhat Complicated Systems” does not really line up with what he is describing. He is describing systems that really cannot be broken down into understandable elements and rules; if he were, his drawing links with Chaos Theory would not work. He describes chaos as “a behavioral system that is bounded yet never repeating, deterministic yet unpredictable” which means that, according to systems theory, it is not complicated but in fact is complex.
He is specifically addressing a type of creativity that is firmly rooted in the realm of the everyday. This is just one type of creativity in that there are as many definitions of creativity as there are people trying to describe it. This multiplicity of definitions and understandings of creativity in itself is a starting place for understanding it as a complex system. What one person declares as creative, another person can just as easily label it as uncreative.If one subscribes to one definition, then one automatically excludes other conceptions that disagree or conflict with one’s ideals. This is a more holistic approach to the concept of creativity in that it is inclusive of all the various definitions and descriptions of creativity.
new possibilities for understanding are opened up.This idea can be used to understand the different definitions of creativity. In one domain, creativity may be understood as processing certain characteristics interacting in different ways; yet if a new characteristic is created through a new, unexpected interaction, the result is still seen as within the realm of creativity but the concept is broadened.
1) idea can be used to understand the different definitions of creativity. In one domain, creativity may be understood as processing certain characteristics interacting in different ways; yet if a new characteristic is created through a new, unexpected interaction, the result is still seen as within the realm of creativity but the concept is broadened. 2) What is defined in one situation as not creative can in another situation be “creative.” It is in how the various elements and characteristics come together and interact with the specific environment that is being addressed. So a simple, novel response to an everyday event can be understood as creative just as creating a new painting is seen as creative (even though they are two different types of creativity). 3) Creativity does not exist in isolation, nor can it be boxed up within a nice tidy frame. Its borders are fuzzy; bleeding into all areas of life and in return are influenced by living. And finally, complex systems are non-linear. Creativity as a system is messy and chaotic, but it is not without structure. It is “bounded yet never repeating, deterministic yet unpredictable” (Schuldberg 58). Its elements interact with each other in unexpected and unplanned ways, creating new and novel connections. A + B + C does not equal creativity but the interaction of A and B and C with other elements in unexpected ways can be creative.
“For [a] concept to have meaning at all it has to be limited but these limits are not a priori or external to the situation. They are contingent and historical” (Cilliers 2005, 263). It is these limits or boundaries that enable the concept to exist but the key is that these boundaries are porous and effected by the outside. Creativity can be viewed as a specific system in which the elements within can combine in innumerable combinations, creating new possibilities. It is a system that is relational vs. procedural.
What elements are included and which are excluded depends on one’s perspective and yet all elements of the system are still relevant to the system. In order to have complete knowledge of a complex system, we would need to understand the whole system as well as the whole environment that the system functions within and well as all the complex connections between the two. This is beyond current human capability and therefore it is necessary for us to “reduce the complexity of the system” making it manageable for us to understand (Cilliers 2005; 258). This is also why one definition cannot encompass everything that is “creativity”; there are choices made to include specific elements and exclude others.The concept of creativity has been studied and defined by experts across disciplines and yet it remains a very nebulous term in our culture.
The concept of creativity has been studied and defined by experts across disciplines and yet it remains a very nebulous term in our culture. Dealing with complexity is not easy and always messy and is not equipped to give us answers, but rather to provide a framework for understanding the questions. Derrida summarized this idea best when he said:
It is a holistic view, recognizing creativity as a possibility in all areas of life and living and not diminishing the value of creative acts in any domain. By opening up the conception of creativity to include more elements there is an increase in the variety of interactions and relationships that can be made within the system. This means that there are more options available to the system, allowing it to “cope with novel features in the environment without losing its identity” (Cilliers, Difference, Identity And Complexity: A Philosophical Analysis 8). So, understanding creativity as a complex system provides more opportunities for creating novel connections within our daily life without destroying the integrity of this thing we call creativity.
Traditionally our culture views creativity in terms of the arts or innovation, often ignoring the creativity that could be found in small, everyday acts. The novel solution to fixing a broken gate or a new use for an everyday object can now be acknowledged as creative.No longer would the common statement “I am not creative” be accepted at face value. So not being artistic does not mean that one is not creative. This holistic approach allows for one to be able to recognize and celebrate the simple “creative” acts one performs every day.
In conclusion, this paper is not proposing a new definition of creativity, but rather a different approach to understanding creativity as a whole. One definition does not necessarily invalidate another because we understand that creativity itself is a diverse and complex system and each definition is consciously choosing which elements of the system are appropriate to the specific situation/environment that it is interacting with.