Complex systems consist of many interacting elements that dynamically influence each other in non-linear and rich ways. The interactions occur through information exchange between elements and form feedback loops within the system. A complex system is an open and evolving system far from equilibrium, whose past helps determine its present behavior even though individual elements are ignorant of the system's overall behavior.
Risk and Human Experience: An introduction to shaping everyday lifeGregory Vigneaux
How can we make sense of risk perceptions that diverge from and even oppose our own? And how can we seek to change them? Answers to these important questions are offered through an exploration of human factors and their implications on the design of risk communications.
Building upon the same work first introduced at the Colorado Wildfire Conference, this lecture presents risk as a particular type of story with unique temporal and causal properties made valid by past experience, identity, and the perceived legitimacy of the action the story invites. Given the complexity of storytelling, the conclusion is reached that when it comes to community change our approach should seek to build upon rather than alter existing stories.
Drawing from work in risk, visual communication design, and an analysis of Mothers Against Drunk Driving found in a book titled "Disclosing New Worlds," it is suggested that an approach focusing on something akin to survivalism rather than victimization (talking about levels of risk and consequences) may bring in to focus related existing concerns for the preservation of identity, responsibility, and independence.
Cohesive Enterprise Design - Bringing together service design and business ar...Mike Clark
What do you get when you join the best of business architecture and service design into one framework? Cohesive enterprise design, a holistic business design framework by Zilver innovation and Cohesion360, which turns customer insights and business outcomes into viable products and services.
Risk and Human Experience: An introduction to shaping everyday lifeGregory Vigneaux
How can we make sense of risk perceptions that diverge from and even oppose our own? And how can we seek to change them? Answers to these important questions are offered through an exploration of human factors and their implications on the design of risk communications.
Building upon the same work first introduced at the Colorado Wildfire Conference, this lecture presents risk as a particular type of story with unique temporal and causal properties made valid by past experience, identity, and the perceived legitimacy of the action the story invites. Given the complexity of storytelling, the conclusion is reached that when it comes to community change our approach should seek to build upon rather than alter existing stories.
Drawing from work in risk, visual communication design, and an analysis of Mothers Against Drunk Driving found in a book titled "Disclosing New Worlds," it is suggested that an approach focusing on something akin to survivalism rather than victimization (talking about levels of risk and consequences) may bring in to focus related existing concerns for the preservation of identity, responsibility, and independence.
Cohesive Enterprise Design - Bringing together service design and business ar...Mike Clark
What do you get when you join the best of business architecture and service design into one framework? Cohesive enterprise design, a holistic business design framework by Zilver innovation and Cohesion360, which turns customer insights and business outcomes into viable products and services.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
Die Bank als Plattform oder was von Banken über bleibtfigo GmbH
Werden die Banken in der Zukunft zur reinen Infrastruktur oder haben sie eine Chance im Kampf um den Kunden mit neuen Playern mitzuhalten? Was sind die Treiber der Veränderung?
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
Adaptive Collective Systems - Herding black sheepFoCAS Initiative
This book is about understanding, designing, controlling, and governing adaptive collective systems. It is intended for readers from master's students to Ph.D. students, from engineers to decision makers, and anyone else who is interested in understanding how technologies are changing the way we think and live.
The authors are academics working in various areas of a new rising field: adaptive collective systems.
Stuart Anderson (The University of Edinburgh, United Kingdom)
Nicolas Bredeche (Université Pierre et Marie Curie, France)
A.E. Eiben (VU University Amsterdam, Netherlands)
George Kampis (DFKI, Germany)
Maarten van Steen (VU University Amsterdam, Netherlands)
Book Sprint collaborative writing session facilitator: Adam Hyde
Editor: Sandra Sarala
Designer: Henrik van Leeuwen
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/
Dynamic Entanglements Complex Systems in Emergency Management.pptxGregory Vigneaux
During the delivery of this talk, I was fortunate to be aided by a wonderful visualization of a complex system created by Magdalena Fernandez. The talk covered how dynamic entanglements are the source of the system's complexity (and variety in an Ashby sense) and the relation of these entanglements to the threats faced by emergency managers.
The possible benefits of integrating complex systems theory into approaches to understanding and managing organizations were then covered before a brief look at any remaining characteristics from Cilliers. The functional presence of the past and future in the present was expanded upon.
The talk ended with a long discussion of complex systems and threats, distinguishing between threats that injure and those that cause death, which is much more prevalent in the private sector than in the public. Still, public complex systems can lose certain states. For example, an emergency management organization's state pre-COVID cannot be returned to after the incident "concludes." This is about history and how it makes adopting some possibilities more probable or possible than others. The pre-COVID state dies when the actors realize they cannot materialize the state they were in before. There is room to talk about trauma and human experiences, but the discussion remains grounded in history.
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.
These slides are for my talk for the Somerville College Mathematics Reunion ("Somerville Maths Reunion", 6/24/17): http://www.some.ox.ac.uk/event/somerville-maths-reunion/
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
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
Die Bank als Plattform oder was von Banken über bleibtfigo GmbH
Werden die Banken in der Zukunft zur reinen Infrastruktur oder haben sie eine Chance im Kampf um den Kunden mit neuen Playern mitzuhalten? Was sind die Treiber der Veränderung?
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
Adaptive Collective Systems - Herding black sheepFoCAS Initiative
This book is about understanding, designing, controlling, and governing adaptive collective systems. It is intended for readers from master's students to Ph.D. students, from engineers to decision makers, and anyone else who is interested in understanding how technologies are changing the way we think and live.
The authors are academics working in various areas of a new rising field: adaptive collective systems.
Stuart Anderson (The University of Edinburgh, United Kingdom)
Nicolas Bredeche (Université Pierre et Marie Curie, France)
A.E. Eiben (VU University Amsterdam, Netherlands)
George Kampis (DFKI, Germany)
Maarten van Steen (VU University Amsterdam, Netherlands)
Book Sprint collaborative writing session facilitator: Adam Hyde
Editor: Sandra Sarala
Designer: Henrik van Leeuwen
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/
Dynamic Entanglements Complex Systems in Emergency Management.pptxGregory Vigneaux
During the delivery of this talk, I was fortunate to be aided by a wonderful visualization of a complex system created by Magdalena Fernandez. The talk covered how dynamic entanglements are the source of the system's complexity (and variety in an Ashby sense) and the relation of these entanglements to the threats faced by emergency managers.
The possible benefits of integrating complex systems theory into approaches to understanding and managing organizations were then covered before a brief look at any remaining characteristics from Cilliers. The functional presence of the past and future in the present was expanded upon.
The talk ended with a long discussion of complex systems and threats, distinguishing between threats that injure and those that cause death, which is much more prevalent in the private sector than in the public. Still, public complex systems can lose certain states. For example, an emergency management organization's state pre-COVID cannot be returned to after the incident "concludes." This is about history and how it makes adopting some possibilities more probable or possible than others. The pre-COVID state dies when the actors realize they cannot materialize the state they were in before. There is room to talk about trauma and human experiences, but the discussion remains grounded in history.
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.
These slides are for my talk for the Somerville College Mathematics Reunion ("Somerville Maths Reunion", 6/24/17): http://www.some.ox.ac.uk/event/somerville-maths-reunion/
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
Complexity Science for beginners / Why you should care / Whats to learn from it
nonlinearity
self-organization
evolution
feedback-loops
fractals
management
Complex Social Systems - Lecture 5 in Introduction to Computational Social Sc...Lauri Eloranta
Fifth lecture of the course CSS01: Introduction to Computational Social Science at the University of Helsinki, Spring 2015.(http://blogs.helsinki.fi/computationalsocialscience/).
Lecturer: Lauri Eloranta
Questions & Comments: https://twitter.com/laurieloranta
Slides from my session at Product Camp Berlin 2019 thinking about product ethics. We have much more choices than we think we have. Apply SDGs and 4 Actions framework to identify transformation opportunities towards sustainability.
Change is a complex and messy task. Organisational learning is a huge competitive advantage. In this talk we share how agile coaching team at Zalando and #PoDojo leveraged product thinking to create an environment for rapid learning within the Radical Agility transformation at Zalando.
Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.
1. From
Chaos
to
Complexity
-‐
A
Point
of
View
for
the
Manager
in
the
21st
Century
Stefan
Haas
Agile
Coach
&
Trainer
@haaslab
www.haaslab.net
2. „I
am
very
relaxed
now,
since
I
am
responsible
for
what
I
am
saying,
you
are
responsible
for
what
you
are
hearing”
Humberto
Maturana,
transmediale08,
2008,
Berlin,
Haus
der
Kulturen
der
Welt
7. BARRIERS
TO
FURTHER
AGILE
ADOPTION
For
over
half
of
the
respondents,
the
inability
to
change
their
organization’s
culture
was
the
biggest
problem.
http://www.versionone.com/pdf/2011_State_of_Agile_Development_Survey_Results.pdf
9. “complexity
entails
that,
in
a
system,
there
are
more
possibiliNes
than
can
be
actualized”
Niklas
Luhmann
in
Complexity
&
Postmodernism,
Paul
Cilliers,
1998
10. (i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
the
transference
of
informa.on.
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
(iv)
...
interacNons
are
non-‐linear
...
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing.
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
responsible
for
their
present
behaviour.
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
Complexity
&
Postmodernism,
Paul
Cilliers,
1998
11. many
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
(iv)
...
interacNons
are
non-‐linear
...
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
rich
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing.
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
responsible
for
their
present
behaviour.
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
Complexity
&Postmodernism,
Paul
Cilliers,
1998
12. many
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
(iv)
...
interacNons
are
non-‐linear
...
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
rich
The
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
interacNons
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
can
also
be
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing.
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
responsible
for
their
present
behaviour.
informa.on
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
Complexity
&Postmodernism,
Paul
Cilliers,
1998
13. many
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
Complex
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
systems
are
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
open
systems
(iv)
...
interacNons
are
non-‐linear
...
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
rich
The
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
interacNons
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
can
also
be
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing.
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
responsible
for
their
present
behaviour.
informa.on
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
Complexity
&Postmodernism,
Paul
Cilliers,
1998
14. many
Complex
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
systems
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
Complex
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
systems
are
have
a
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
usually
open
(iv)
...
interacNons
are
non-‐linear
... history
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
systems
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
rich
The
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
interacNons
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
can
also
be
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing.
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
responsible
for
their
present
behaviour.
informa.on
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
Complexity
&Postmodernism,
Paul
Cilliers,
1998
15. many
Complex
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
systems
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
Complex
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
systems
are
have
a
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
usually
open
(iv)
...
interacNons
are
non-‐linear
... history
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
systems
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
rich
The
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
interacNons
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
can
also
be
interacNons
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing. have
a
short
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
range
and
wide
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
responsible
for
their
present
behaviour. ranging
informa.on influence
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
Complexity
&Postmodernism,
Paul
Cilliers,
1998
16. many
Complex
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
systems
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
Complex
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
systems
are
have
a
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
usually
open
(iv)
...
interacNons
are
non-‐linear
... history
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
systems
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
rich
The
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
interacNons
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
can
also
be
interacNons
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing. have
a
short
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
range
and
wide
There
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
ranging
are
loops
in
responsible
for
their
present
behaviour.
informa.on influence
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
the
interacNons Complexity
&Postmodernism,
Paul
Cilliers,
1998
17. many
Complex
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
systems
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
Complex
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
systems
are
have
a
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
usually
open
(iv)
...
interacNons
are
non-‐linear
... history
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
systems
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
few
steps.
As
a
result
rich
Complex
The
the
influence
gets
modulated
along
the
way.
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
Systems
interacNons
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
operate
far
from
can
also
be
interacNons
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
border
of
a
equilibrium
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing. have
a
short
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
range
and
wide
There
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
ranging
are
loops
in
responsible
for
their
present
behaviour.
informa.on influence
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
the
interacNons Complexity
&Postmodernism,
Paul
Cilliers,
1998
18. many
Complex
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
systems
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
Complex
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
systems
are
have
a
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
usually
open
(iv)
...
interacNons
are
non-‐linear
... history
Each
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
systems
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
in
tsteps.
As
a
result
element
few
he
rich
Complex
The
the
influence
gets
modulated
along
the
way.
system
is
ignorant
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
Systems
interacNons
of
the
behaviour
of
someNmes
directly,
someNmes
aVer
a
number
of
intervening
stages.
This
feedback
can
be
posiNve
...
or
negaNve...
recurrency.
operate
far
from
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
aorder
of
a
the
system
as
b
can
also
be
interacNons
whole
equilibrium
complex
system
...
the
scope
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing. have
a
short
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
range
and
wide
There
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
ranging
are
loops
in
responsible
for
their
present
behaviour.
informa.on influence
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
the
interacNons Complexity
&Postmodernism,
Paul
Cilliers,
1998
19. many
Complex
(i)
Complex
systems
consist
of
a
large
number
of
elements
...
convenNonal
means
...
cease
to
assist
in
any
understanding
of
the
system.
elements
systems
(ii)
In
order
to
consNtute
a
complex
system,
the
elements
have
to
interact,
and
this
interacNon
Complex
must
be
dynamic.
The
interacNons
do
not
have
to
be
physical;
they
can
also
be
thought
of
as
interact
the
transference
of
informa.on.
systems
are
have
a
(iii)
The
interacNon
is
fairly
rich
...
The
behaviour
of
the
system,
however,
is
not
determined
by
the
exact
amount
of
interacNons.
dynamically,
usually
open
(iv)
...
interacNons
are
non-‐linear
... history
Each
(v)
The
interacNons
usually
have
a
fairly
short
range,
i.e.
informaNon
is
received
primarily
from
non-‐linear
and
systems
immediate
neighbours
...
This
does
not
preclude
wide
ranging
influence
-‐
since
interacNon
is
What
rich,
the
route
from
one
element
to
any
other
can
usually
be
covered
in
a
in
tsteps.
As
a
result
element
few
he
rich
concrete
Complex
The
the
influence
gets
modulated
along
the
way.
system
is
ignorant
(vi)
There
are
loops
in
the
interacNons.
The
effect
of
any
acNvity
can
feed
back
onto
itself,
someNmes
directly,
of
examples
someNmes
aVer
a
number
of
intervening
he
behaviour
oan
be
Systems
interacNons
of
t stages.
This
feedback
c f
complex
systems
posiNve
...
or
negaNve...
recurrency.
operate
far
from
(vii)
Complex
systems
are
usually
open
systems...
it
is
oVen
difficult
to
define
the
aorder
of
a
the
system
as
b
can
also
be
interacNons
complex
system
...
the
of
...
is
...
determined
by
the
purpose
of
the
descrip.on
of
the
can
you
think
scope
whole
equilibrium
thought
of
as
the
system,
and
is
...
influenced
by
the
posiNon
of
the
observer...
framing.
NOW? have
a
short
(viii)
Complex
systems
operate
under
condiNons
far
from
from
equilibrium.
...
Equilibrium
is
range
and
wide
There
transference
of
another
word
for
death.
(xi)
Complex
systems
have
a
history.
Not
only
do
they
evolve
through
Nme,
but
their
past
is
co-‐
ranging
are
loops
in
responsible
for
their
present
behaviour.
informa.on influence
(x)
Each
element
in
the
system
is
ignorant
of
the
behaviour
of
the
system
as
a
whole.
the
interacNons Complexity
&Postmodernism,
Paul
Cilliers,
1998
20. Brains,
bacteria,
immune
systems,
the
Internet,
countries,
gardens,
ciLes,
beehives…
They’re
all
complex
adapLve
systems.
21. A
team
is
a
complex
adapLve
system
(CAS),
because
it
consists
of
parts
(people)
that
form
a
system
(team),
which
shows
complex
behavior
while
it
keeps
adap.ng
to
a
changing
environment.
22. Chaos
is
any
state
of
confusion
or
disorder,
randomness,
a
lack
of
intelligible
pattern
or
combination
hVp://en.wikipedia.org/wiki/Chaos
43. „...organizaNons
which
design
systems
...
are
constrained
to
produce
designs
which
are
copies
of
the
com-‐
municaNon
structures
of
these
organizaNons.“
Conway’s
law
48. Step
1:
Product
"The
minimum
plan
necessary
to
start
a
Scrum
project
consists
of
a
vision
and
a
Product
Backlog"
49. Step
1:
Product
Co-‐Create
the
Team
Vision
and
iniNal
Product
Backlog
with
the
Product
Owners
50. Step
2:
Journey
Lines
fosters
self-‐organizaNon
and
cross-‐funcNonal
behavior
because
it
reveals
a
person’s
skills,
experiences,
background.
This
way,
the
rest
of
the
team
knows
what
this
person
“brings
to
the
party.”
Journey Lines by Lyssa Adkins
51. Step
3:
Grow
Structure
Co-‐Design
the
team-‐
structure
and
decide
who
is
in
which
team,
agree
on
the
roles
and
what
the
teams
want
to
achieve
together.
Meddlers Game by Jurgen Appelo (Management 3.0)
52. Step
3:
Grow
Structure
Choose
team
members
according
to
interest
in
the
main
feature
area(s)
and
who
wants
to
work
together
Meddlers Game by Jurgen Appelo (Management 3.0)
53. Step
3:
Grow
Structure
Decide
on
structure
for
first
teams
in
fish
bowl
hVp://en.wikipedia.org/wiki/Fishbowl_(conversaLon)
54. Complexity Thinking
1. Address
complexity
with
complexity
2. Use
a
diversity
of
perspecNves
3. Assume
dependence
on
context
4. Assume
subjecNvity
and
coevoluNon
5. AnNcipate,
adapt,
explore
6. Develop
models
in
collaboraNon
7. Shorten
the
feedback
cycle
8. Steal
and
tweak
55. Start
Complexity
Doing
When Faith Moves Mountains by Francis Alÿs
56. For
a
book
list
and
references
write
an
e-‐mail
to
stefan.haas@haaslab.net
or
contact
me
on
twiher
@haaslab