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.
Complex Adaptive Systems and International Security AnalysisNKHAYDEN
Overview of how various USG agencies use CAS concepts for analysis of international security problems. Presented as a university seminar to graduate students in international security policy studies at University of Maryland
Overview of analytic frameworks for complex adaptive systems and how those may apply to considerations of planning communities. Presented as graduate seminar in the School of Landscape Architecture at the University of New Mexico
Complex Adaptive Systems and International Security AnalysisNKHAYDEN
Overview of how various USG agencies use CAS concepts for analysis of international security problems. Presented as a university seminar to graduate students in international security policy studies at University of Maryland
Overview of analytic frameworks for complex adaptive systems and how those may apply to considerations of planning communities. Presented as graduate seminar in the School of Landscape Architecture at the University of New Mexico
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.
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/
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.
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.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Memetic Governance. Seminar ECCO, VUB. University of Brussels 2011Øyvind Vada
Øyvind Vada’s work is about how governance can be executed in a world where the public, private and third sectors are changing rapidly due to globalization and increased complexity. How we, as individuals, think, talk, decide and act together in all types of social systems, both locally and globally, is a function of a more and more interwoven world. Classical reductionist and hierarchical approaches to governance tend to fail due to these changes.
To reduce the gap between governance theory and governance practice, Vada argues that there is a need for new approaches that embrace complexity. He has developed a memetic approach for doing so, taking into account that we as individuals belong to different formal and informal social systems. These systems can be regarded as combinations of hierarchies, networks and markets.
Individuals and groups of individuals in social systems are, in Vada’s approach, treated as agents. As agents, we are free and goal-directed entities that maximize utility, benefit and/or fitness. We often have local and limited knowledge, and cannot always foresee effects of our individual actions on larger collective wholes.
Governing organizations includes governing agents. Vada argues that it is possible to design for a desired emergent outcome, where agents interpret predefined memes that influence how they perceive and process themselves, their surroundings and the tasks at hand. Different sets of predefined memes are created as tools and cognitive templates that form and process subjective thoughts, communications and actions, both individually and collectively.
Vada proposes an alternative way of allocating resources and exercising control and coordination in social systems – a new form of governance. He suggests a method where memes are instrumentally infused into social systems through processes where free and bounded rational agents are regarded as participants and players that impact their surroundings based on their own subjective agency. He shows how agents become carriers of shared memes in different arenas for diffusion and adaption. The predefined memes are formed as iconic and discrete models that can be applied to individual day-to-day situations as well as complex collective challenges. In the arenas, memes are woven into active exercises and assignments. Individual agents recognize the value of other agents’ viewpoints, make sense of the social systems they are part of and collectively create solutions that reduce the gap between the system’s strategic intent and its operational success.
The main task of Vada’s work is to merge an improved version of memetics with the intentions of classical governance. He has created a replicable method, which is potentially applicable in all organizations. The method seeks to balance a designed and planned approach to steering and coordination with emergent factors that are always present when human agency takes place.
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.
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.
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/
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.
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.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
Memetic Governance. Seminar ECCO, VUB. University of Brussels 2011Øyvind Vada
Øyvind Vada’s work is about how governance can be executed in a world where the public, private and third sectors are changing rapidly due to globalization and increased complexity. How we, as individuals, think, talk, decide and act together in all types of social systems, both locally and globally, is a function of a more and more interwoven world. Classical reductionist and hierarchical approaches to governance tend to fail due to these changes.
To reduce the gap between governance theory and governance practice, Vada argues that there is a need for new approaches that embrace complexity. He has developed a memetic approach for doing so, taking into account that we as individuals belong to different formal and informal social systems. These systems can be regarded as combinations of hierarchies, networks and markets.
Individuals and groups of individuals in social systems are, in Vada’s approach, treated as agents. As agents, we are free and goal-directed entities that maximize utility, benefit and/or fitness. We often have local and limited knowledge, and cannot always foresee effects of our individual actions on larger collective wholes.
Governing organizations includes governing agents. Vada argues that it is possible to design for a desired emergent outcome, where agents interpret predefined memes that influence how they perceive and process themselves, their surroundings and the tasks at hand. Different sets of predefined memes are created as tools and cognitive templates that form and process subjective thoughts, communications and actions, both individually and collectively.
Vada proposes an alternative way of allocating resources and exercising control and coordination in social systems – a new form of governance. He suggests a method where memes are instrumentally infused into social systems through processes where free and bounded rational agents are regarded as participants and players that impact their surroundings based on their own subjective agency. He shows how agents become carriers of shared memes in different arenas for diffusion and adaption. The predefined memes are formed as iconic and discrete models that can be applied to individual day-to-day situations as well as complex collective challenges. In the arenas, memes are woven into active exercises and assignments. Individual agents recognize the value of other agents’ viewpoints, make sense of the social systems they are part of and collectively create solutions that reduce the gap between the system’s strategic intent and its operational success.
The main task of Vada’s work is to merge an improved version of memetics with the intentions of classical governance. He has created a replicable method, which is potentially applicable in all organizations. The method seeks to balance a designed and planned approach to steering and coordination with emergent factors that are always present when human agency takes place.
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.
Software sources
Invitation to tender
Evaluating supplier proposals
The advantage and disadvantage of bespoke and off-the-shelf software
Software contracts and licences
Defining Innovation
Importance Of Innovation
Misconceptions
Types of Innovations
Information And Communications Technology
The Role of ICT
Rapid Evolution of ICT
TOGAF divides an enterprise architecture into four categories, as follows:
Business architecture—Describes the processes the business uses to meet its goals
Application architecture—Describes how specific applications are designed and how they interact with each other
Data architecture—Describes how the enterprise data stores are organized and accessed
Technical architecture—Describes the hardware and software infrastructure that supports applications and their interactions
The Federal Enterprise Architecture (FEA) is the latest attempt by the US federal government to unite its myriad agencies and functions under a single common and ubiquitous enterprise architecture.
Understand how the database approach is Understand how the database approach is different and superior to earlier data systems different and superior to earlier data systems
Examine how information demand and Examine how information demand and technology explosion drive database systems technology explosion drive database systems
Trace the evolution of data systems and note Trace the evolution of data systems and note how we have arrive at the database approach how we have arrive at the database approach
Comprehend the benefits of database systems Comprehend the benefits of database systems and perceive the need for them and perceive the need for them
Survey briefly various data models, types of Survey briefly various data models, types of databases, and the database industry
Define e-commerce and describe how it differs
from e-business
Identify the unique features of e-commerce
technology and their business significance
Describe the major types of e-commerce
Understand the visions and forces behind the
E-Commerce I era
Enterprise Architecture definition
System architecture
The Role of EA
Enterprise Frameworks:
Zachman Framework
The Open Group’s Architecture Framework (TOGAF)
The Foundation for Execution
Business architecture
Information architecture
Application architecture
Technology architecture
Implementation
Designing Futures to Flourish: ISSS 2015 keynotePeter Jones
We now find ourselves as a systems thinking community inquiring into planetary governance for climate and ecological politics. The Anthropocene demands a planetary response, and yet we often find even our fellow travelers tethered to discourses of technological management, cultural change, and right action. We might now advocate a stronger role for social systems design as a process for continual engagement of citizen stakeholders, and between these citizens and policy makers, as advocated by Christakis, Ulrich and others. As we have seen power (economic and political) separate from its cultural histories, and become globalized, we may find ourselves in trajectories of action but with marginal power to effect societal outcomes.
We are faced with a dual mandate of restorative system design, recovering human needs in our communities, and policy system design, restoring the long historical arc toward democratic governance. And as these are both designable contexts, systemic design can integrate ecological, technological and design thinking to guide policy in more productive ways.
• We find ourselves captured in the politics of solutionism. Most presentations of the “problems” as stated before us reveal a trajectory of preferred solutions and their possible shortcomings.
• Climate change, even the entire Anthropocene aeonic perspective, represents a problematique of multiple effects systems. We are bound up in political discourses of “system change” and do not share a compelling common view of a flourishing world. We seem unable to reregister the most compelling societal choices and drivers save carbon mitigation.
• We have not conducted, to my knowledge, a substantial stakeholder discovery that extends beyond the immediate and obvious primary combatants in the climate change wars.
• As citizens and political actors on the planetary stage, we have been afraid or unable to present a clear view of the risk scenarios, possible governance strategies, or a normative plan for serious global investment. If the planet were a business concern, it would be in receivership by now.
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!
System Development Life Cycle
Data, Function, Network, People, Time, Motivation What constitutes the “enterprise”?
Key enterprise architecture terms Enterprise Architecture Terms
How do you achieve perfect alignment?
Importance of alignment
Lack of Alignment
Nature of Complexity
Architectural Principles
The Commons as underlying logic to federate social disparate social change and sustainability efforts. A talk at the 'Imagine the Common Good' conference, Paris, August 25 to 28, 2013. Part of the Cultural Diversity & the Common Good panel.
Version française: http://www.slideshare.net/helenefinidori/fdrer-les-efforts-pour-un-monde-meilleur
"Unsimple truths: A very abbreviated and highly opinionated account of why science and engineering (as usually practiced) do not cope well with the complexity of environmental and infrastructure systems – what we need to change and why"
Professor Graham Harris, Honorary Professorial Fellow, SMART Infrastructure Facility, presented a summary of his research as part of the SMART Seminar Series on 25 November 2015.
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
Usually, software engineering changes appear with a 10-15 year lag in systems engineering as a general practice. Therefore we can reliably predict what will be changed in the systems engineering mainstream in the nearest future and perform these practices today rather than tomorrow. There are a lot of changes: systems architecture established itself as a new separate discipline that deals with -ilities as architectural concerns/characteristics, requirements engineering disappears, manufacturing operates by developers (DevOps concept), and ubiquitous usage of continuous development and continuous delivering principles. The presentation gives an overview of these changes reflected in the "Systems engineering 2022" textbook published by Anatoly Levenchuk a couple of months ago.
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.
Introduction to Systemics with focus on Systems BiologyMrinal Vashisth
The core content discusses the terminology used in Systems Sciences, the systems thinking/approach or Systemics. Focus is kept on Systems Biology for the most part of the presentations where it is compared with other disciplines and examples of Systems Biology approach and challenges of systems science are also discussed.
The sad thing about uploading this to Slide Share is that animations don't work.
Similar to Systems for sustainability workshop (20)
4. Ivan Illich (1973) ‚Tools for
Conviviality‛
‚Elite professional groups . . . have come to
exert a 'radical monopoly' on such basic
human activities as health, agriculture,
home-building, and learning, <. The
result of much economic development is
very often not human flourishing but
'modernized poverty,' dependency, and
an out-of-control system in which the
humans become worn-down mechanical
parts. ‚
5.
6.
7.
8. Albert Einstein:
“We can't solve
problems by using
the same kind of
thinking we used
when we created
9.
10. The dominant worldview:
reductionism
• Things can be understood by reducing them to
their constituent components – by studying “the
parts”, you will understand “the whole”.
11.
12. Reductionist implications:
• detaching emotion from rationality;
• detaching humanity from nature;
• citizens unable to see the ‚bigger picture‛;
• citizens unable to see the ‚greater
purpose‛;
• ‚learned helplessness‛.
18. What is a ‚System‛?
A system emerges from< ‚interdependent
components which regularly interact and form a
unified whole‛.
Um sistema consiste em< ‚componentes
interdependentes que interagem regularmente e
formam um todo unificado‛.
22. What is the difference between
energy, matter and information?
• Energy and matter are ‚causal inputs‛ to
systems – they directly affect system
processes.
• Information is instead a ‚sensory input‛
and is used to predict the occurrence of
causal inputs or other sensory inputs
(sometimes at a later time or another
place).
31. Simple systems
"Reductionism produced a
"machine view" of the world, a
view captured in the work of Sir
Isaac Newton. Metaphorically the
world was likened to a sealed
clock, a closed
system, perpetually running on
fundamental laws like "to
• Predictable; everything action there is an
equal and opposite reaction."
• Mechanical; Hutchins, Systemic
Thinking, 1995
43. ‘Problems’ are Systems
• ‘Tame’ and ‘Wicked’ problems (Rittel &
Webber, 1973);
• ‘Difficulties’ and ‘Messes’ (Ackoff, 1974).
• ‘Simple’, ‘Complicated’ and ‘Complex’
problems (Glouberman & Zimmerman,
2002)
44. Tackling ‘wicked problems’
Roberts (2000 )identifies the following
strategies to cope with wicked problems:
• Authoritative;
• Competitive;
• Collaborative.
46. Who should lead on transforming
society towards sustainability?
Enterprise Governments
by developing green by establishing strong
technologies and regulation.
mobilising consumers
No one! Communities
Enterprise is only out to by creating local self-
make money, governments sustaining lifestyles.
are corrupt, and
communities no longer exist.
47. Michael Thompson – Cultural Theory
Individualism Hierarchy
Fatalism Egalitarianism
48. Robert Costanza – Future Scenarios
Star Trek Big Government
Mad Max Ecotopia
52. Characteristics of systems during different
phases of the adaptive cycle
• Renewal phase: new organisational forms; innovation;
creativity.
• Growth phase: increasing organisational complexity;
diversification.
• Conservation phase: organisational complexity stable;
optimisation; specialisation; efficiency; resistance.
• Release phase: breakdown of organisational complexity;
survival.
53. ‘Hard’ systems approach
• Expert led, quantitative, rational.
• Great for predicting the state of simple/complicated
systems;
• Positivist epistemology;
54.
55.
56. ‘Soft’ systems approach
• Ideal for working through highly complex
problems where there is uncertainty and
conflict.
• Better for understanding the less tangible
elements of problem situations – things
like human motivation and interaction.
• Constructivist epistemology.
• Qualitative.
• Participatory.
57. March (1994) argues that we have:
– problems of memory;
– problems of attention;
– problems of comprehension;
– problems of communication;
83. ‘Complexity Thinking’
approach
• Self organising: encouraging a system which
will spontaneously emerge as the actions of
autonomous participants come to be interlinked
and co-dependend on each other.
• Evolutionary: the system will be able to change
its structure and processes as it adapts to
maintain its viability within a changing,
dynamic context. In other words, the system will
be designed to learn from its experiences.
84. Complexity thinkers:
Kevin Kelly (1995) Out Of Control – The New
Biology of Machines:
‚As we shape technology, it shapes us. We
are connecting everything to everything,
and so our entire culture is migrating to a
"network culture" and a new network
economics.‛
85. Complexity thinkers:
Manuel Castell (2001) The Internet Galaxy -
Reflections on the Internet, Business, and
Society:
" the Internet is the technological basis for
the organizational form of the Information
Age: the network."
87. Systemic, Systematic and Evolutionary approaches
Systematic Systemic Evolutionary
Philosophy Mechanistic, Holistic, relational Natural selection,
reductionist and and ecological survival of the fittest
atomistic
Process Authority/Expert led Participatory, Self-organising
facilitated, consensual
Reasoning Rational, linear, Intuitive, synthesising, Simple rules
focused, analytic non-linear
Communication Measure, categorise Participatory, beyond Interaction limited to
and reason with language, instrumental needs
written and metaphorical, visual.
mathematical symbols
Problem solving Remedial solutions Preventative design Creative and innovative
Attitude Objective, Subjective, pragmatic Instrumental, goal
perfectionist oriented, risk-taking
88.
89.
90. Systems methodologies and
techniques
• ‘Hard’ Systems:
– System Dynamics Modelling;
– Qualitative System Dynamics (Systems Archetypes);
– Viable Systems Model;
• ‘Soft’ Systems:
– Soft Systems Methodology;
– Critical Systems Heuristics;
– Systemic Action Research;
– Systemic Grounded Theory and Action.
• ‘Complex’ Systems:
– Network Analysis;
– Agent-Based Modelling
91. Common characteristics of systems
methodologies and techniques
• Start with an unstructured exploration;
• Multi- and inter-disciplinary;
• Blend expertise and participation;
• Blend of written, numerical and visual
information;
• All require the construction of a systems model;
• Interventions through identifying points of
leverage within the system of interest;
• Emphasis on social learning;
• Iterative
93. Explore the situation
• Decide on which rung of the ‚ladder of participation‛ to
involve stakeholders (Arnstein, 1969).
94. Explore the situation
• Unstructured, intuitive, visual exploration
often using diagramming techniques such
as the ‘rich picture’ and/or ‘spray
diagrams’;
95.
96. Explore the situation
Facilitator(s) and participants need to be
explicit about their values, experiences
and interests;
– What is the nature of your stakeholding?
– What role do you play in the situation?
– Are you a beneficiary? Victim?
97. Formulate systems of interest
• Establish system boundary, components,
structure and processes.
• Use diagramming techniques such as
systems map; influence diagram; multiple
cause diagram; and causal loop diagram.
98.
99. Identify feasible and desirable
changes
• Creative problem solving entails an innovative
ability to make connections between wholly
unrelated perspectives or ideas.
• Identify points of leverage within the system of
interest and at various system scales.
• Change system structures and processes.
• Introduce new system(s).
• Assess feasibility and negotiate desirable
options.
100.
101. Take action
• The impact of interventions within
complex systems are rarely predictable.
102. Iteration
• Always collect data/opinions on the impact of
actions, including perspective from
stakeholders.
• Always start with an unstructured exploration,
even if you think you know the system.
• Ideally, bring in new perspectives.
• Tendency towards rationalisation – remember to
keep a balance between right and left brain!
103. How would you implement
systemic action learning within
your classroom?
• Problem-based learning.
• Multi-, inter-, trans-disciplinary lessons.
• Learning outside of the class in the ‚real world‛
• Practice what you preach: non-hierarchical,
egalitarian structures and processes.
• Promote relational, visual forms of
communication.
• Complex systems never produce simple ‚right‛
answers.
104. Stafford Beer, 1974, Designing
Freedom, pp 60-61
• "Every pupil is a high-variety organism, and the process of education
essentially constrains variety. In other words, the pupil is capable of
generating many responses to the question: what is six multiplied by seven;
the educator will seek to attenuate this potential variety to the single
answer: forty-two. But if we take a different kind of example, we may find
ourselves saying something significantly different. The pupil is capable of
generating many responses to the question: how should a national health
service be organised? This time, however, we may hope that the educator
will not attenuate potential variety to the singular answer: like this. No, we
say; education is a word coming from the Latin: e-ducere, "to lead out". It
does not mean "to push in". And yet it remains true that in any case the
process of education constrains variety. Anyone who thinks over this little
paradox for a few minutes can see that, in the second example, the hope is
that we can teach the pupil ways of attenuating his own variety. We want to
offer him ways of finding answers, not of enforcing our own."
105. Activity
• Identify a wicked problem in your
community which you can work through
with your class.
• Explain why it's a wicked problem
• Propose a systemic framework for how
you would tackle the problem
• Provide a brief worked example
illustrating how you would apply your
framework to the problem.