The document discusses managing organizations in complex environments. It introduces the concept of complexity and how it differs from mere complication in having many intertwined dimensions beyond our understanding. This manifests in businesses through changes like new management models, values, and relationships. The document then provides tools for addressing complexity, including using different logics, meaning-based communication, collective intelligence, and innovation at multiple levels. It concludes with 10 tips for leaders, such as questioning structures, integrating uncertainty, and destroying "idols" in our heads.

1. Manager in complexity
D. GENELOT
P...

2. THE BOOK / AUTHOR
Manager in complexity, reflection for leaders =
Use a different way of thinking to perform now in our
complex economic context
 Dominique Genelot has directed for thirty years the
management consulting firm "Consulting Insep"
repurchasing by Bernard Julhiet Group (Havas Group)
MANAGER IN COMPLEXITY, REFLECTION
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3. THE ECONOMIC CRISIS (SYSTEMIC) IN 2008
MANAGER IN COMPLEXITY, REFLECTION
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4. The banking and financial crisis of autumn 2008 was the second
phase of the financial crisis of 2007-2010, after the subprime
crisis in the summer of 2007.
You remember all those economic experts who succeeded on TV
trays saying that ultimately, they were not as specialists today, in
this new context?
Why were strong before, and incompetent on that date? One
reason could be that their conventional method of reasoning
with analytic thinking was inoperative in this complex context.
This also happens unfortunately often in companies, to not have
the right way of thinking.
MANAGER IN COMPLEXITY, REFLECTION
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5. Do you ever heard of the theory of complexity ?
What does this term suggest for you in the
business context ?
MANAGER IN COMPLEXITY, REFLECTION
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6. THE COMPLEX THOUGHT: A NEW THOUGHT ...
• Originally, there is a dominance of Cartesian thought and Newtonian
science on the rest of the thought which leaves no room for other modes
of perception
• In the 70s, the emergence of complex thought along the systemic
approach
• Late 70's, the work of Prigogine on the systems in balance condition
propose to rethink the conventional scientific thinking. Evolving Science
has released the thought of introducing a new analysis framework to
better understand the complexity
• The 1980's know mainly through the work of Edgar Morin development of
complex thought
• New representations of reality take account of uncertainty since:
paradigm shift
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7. OBJECTIVE
Introduce the concept of complexity and tools
for the company's use.
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8. PART I: WHAT IS THE COMPLEXITY?
The complexity is different from the complication that can be
solved by technical expertise.
• This is a problem which has so many dimensions, so diverse,
so intertwined that it is impossible to develop an action
strategy takes into account all parameters.
• It is beyond our understanding.
It is the crisis of the understanding.
This manifests itself in the company of five major ways you think
that?
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9. 5 major events in the world of business:
• Explosion management models
• Search for new values
• Changing our relationship with work
• Uncertainty of organizations
• Amplification of inter-dependencies
=> The challenge of leadership is to develop methods that allow
both to invent progress and limit the negative effects in
weaving together seemingly unrelated problems.
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10. The characteristics of the complexity occur at three levels:
1) Reality
• The complexity is such that it can not completely understand
all dimensions. So we will constantly a problem to another.
• Undecidability is not due to ignorance but to the lack of
decision criteria.
• Be aware that ignorance (the knowledge we do not know) is
part of the criteria to be considered.
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11. 2) The representation that is made by an observer
The development mechanism is related to our mental pattern
which has three main components:
• our general world view
• the context in which we find ourselves
• the vision that determines our interpretations (more
restrictive aspect, situational)
He must be aware of to better conduct complex universe in
action.
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12. 3) The construction of reality that determines our actions
To avoid adopting reducing and mutilating behaviors, systemic
representation is used:
• Explaining the rationale (purpose) of the system.
• Consider the actions and the changing environment.
• Define functional requirements to move towards the goal.
• Organizing functions and regulate them.
• Changing the system to keep it operating over time.
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13. Part II: Methods
1) The articulation of the logics
To use complexity as a decision tree, use:
• The dialogic principle of distinction, conjunction, not exclude
anything and take into account different logics even antagonistic
• The metasystem: It helps to prioritize different logics. It is a
system of interactions between different levels. The company is
an example
• Mental mobility: adaptability of all its fair share according to
their abilities and their desire for involvement
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14. 2) The Steering Systems
We must give meaning to information. Disseminate information
not inform (eg modern technologies such as intranet).
=> Distinguish information / communication / knowledge.
The message must be adapted to the person receiving it: the
level of knowledge and ability to interpret.
It must be consistent with the measures advocated and
implemented by the company.
MANAGER DANS LA COMPLEXITE,
REFLEXION A L’USAGE DES DIRIGEANTS
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15. 3) The people management
• The company must be a place of construction of meaning,
shared goals.
• The business plan is setting a goal to which we will build
support.
• Each instance has a role: leadership embodies the meaning,
framing vehicle direction and employees are realized and
alerts the senses losses drifts.
• As already mentioned in our previous statement, Albert N.
book "disorder of management in business" the differences
and conflicts are opportunities.
MANAGER DANS LA COMPLEXITE,
REFLEXION A L’USAGE DES DIRIGEANTS
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16. 4) The organization designs
Obsolescence of classical Taylorist organization that goes along with that of
classical thought. Ideal state, the ideal finish or illusory enterprise.
In response, E. Morin develops the concept of Eco-auto-re-organization:
• Eco -> reciprocal dependence vis-à-vis environment
• Auto> Development autonomy
• Re -> permanent transformation
To do this we must take:
• The METAVISION: the functions of the business, the environment at large
capacity for constant adaptation
• Collective intelligibility
MANAGER DANS LA COMPLEXITE,
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17. 5) The new organizational methods
New designs of complex thought the related organization are:
• the organization by projects
• The organization process
• The operation networks
• The Global Approach to Quality
• The new management systems
• The knowledge management
MANAGER DANS LA COMPLEXITE,
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18. 6) Innovation
Innovation is by nature a complex and uncertain process as
shown in the first book presented "The Management messy
business."
Innovation is played at three levels interact:
• the products and services
• the technologies and methods
• the scientific discoveries and developments of thought.
An innovation to a new level causes the other levels.
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19. CONCLUSION: 10 TIPS FOR SUCCESS IN A COMPLEX WORLD
1 / ASCEND TO THE SOURCE OF OUR REPRESENTATIONS (always be aware
that reacts / Our model -our goals-context ...): Is our system of
representation in line evec the project?
2 / MANAGING BY OBJECTIVES: To QUESTION STRUCTURES. What is the
purpose of the activity?
3 / ORGANIZED AS A SYSTEM NOW OPEN / FABRIC INTERCATIONS.
4 / MULTIPLIER CONNECTIONS; CREATE NETWORKS INTELLIGENCE
5 / INTEGRATE UNCERTAINTY IN CONTROLLED PROCESS.
6 / DEVELOPING SELF-OPEN SPACES And in The Invention.
7 / RECOGNISE AND LINKING KNOWLEDGE OF DIFFERENT LOGIC. Overcoming
antagonisms ..
8 / MAKE SENSE AND BUILD ON CULTURE.
9 / PLACE RIGHTS CENTER.
10 / DESTROY THE "IDOLS" WHO ARE IN OUR HEADS.
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20. "Predictions are difficult especially as regards the future."
Woody Allen
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