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The role of, and the means to achieve, resilience (the capacity to
be sustainable through the impact of multitudinous future changes
in a connected, dynamic environment) are increasingly the focus of
corporate strategy departments and government think tanks. The
increasing volatility in economic markets, the natural environment
and society generally require new tools to think about, and take
meaningful action towards, the achievement and maintenance of
resilient policies and practices. The field of Complexity Thinking
arguably has a significant role to play in both informing and
assisting our organizations in achieving resilience in this
context. This workshop aimed to explore the nature of this role and
the ways in which Complexity Science may be combined with other
disciplines to increase resilience in many areas of human endeavor.
We hope that the papers offers here represent a broad basis from
which to begin such an exploratory discussion.
With a field so broad in both breadth and depth as that making up
the contemporary study of complex systems, it is well nigh
impossible to cover all the bases underlying the development of
well argued, robust and relevant understanding of these systems.
That is one of the reasons why the international journal Emergence:
Complexity and Organization has offered a Classical Paper in each
issue. Now, in this current volume we have made available in one
publication venue the diverse Classical Papers that have been
published so far in E: CO. These papers are offered not only to
enrich our current understandings by exhibiting the historical
background to many of today's leading complexity-based ideas,
perspectives, and methods. They are also gathered here to help
address some of the difficulties confronting not only complexity
thinkers, but for that matter any thinker sincerely trying to grasp
the novel situations and novel difficulties we face in modern times
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2008 Annual includes articles from Stephen J. Guastello, Ken
Baskin, Mihnea Moldoveanu, Frank Boons, Duncan A. Robertson, Brenda
L. Massetti, Maria May Seitanidi, Mary Lee Rhodes and many more,
which explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of four reproductions of classical
papers in the fields of complexity and systems, each with critical
introductions that explore their modern relevance: "The Meanings of
'Emergence' and Its Modes" by Arthur O. Lovejoy (originally
published in 1927) "An Outline of General System Theory" by Ludwig
von Bertalanffy (originally published in 1950) "Society as a
Complex Adaptive System" by Walter Buckley (originally published in
1968) "Is Adaptability Enough?" by Geoffrey Vickers (originally
published in 1959)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2004
Annual includes articles from Isabelle Stengers, Julie Klein,
Sandra Mitchell, Glenda Eoyang, Bill McKelvey, William Sulis and
many more, which explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of four reproductions of classical
papers in the fields of complexity and systems: "Principles of
Self-Organizing Systems" by Ross Ashby (originally published in
1962) "General Systems Theory: The Skeleton of Science" by Kenneth
Boulding (originally published in 1956) "Science and Complexity" by
Warren Weaver (originally published in 1948) "Emergence" by Stephen
Pepper (originally published in 1926)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2005
Annual includes articles from Max Boisot, Ken Baskin, Robert E.
Ulanowicz, Heather H pfl, Victoria Alexander, and many more, which
explore a range of complexity-related topics from philosophical
concerns through to the practical application of complexity ideas,
concepts and frameworks in human organizations. Also included are a
series of four reproductions of classical papers in the fields of
complexity and systems: "Futurology and the Future of Systems
Analysis" by Ida R. Hoos (originally published in 1972) "A Form of
Logic Suited for Biology" by Walter M. Elsasser (originally
published in 1981) "Beyond Open Systems Models of Organization" by
Louis R. Pondy (originally unpublished conference paper from 1976)
"The Architecture of Complexity" by Herbert A. Simon (originally
published in 1962)
Graham Mathieson was a Fellow of the UK MOD's Defence Science and
Technology Laboratory where he was a member of the Human Systems
Team. He was an innovative thinker who made significant
contributions to the understanding and analysis of military command
and control, with particular emphasis in recent years on the proper
representation of humans in models. His work had an impact not only
in the UK, but worldwide via NATO working groups, the DOD's CCRP,
and collaborative international projects. He was a major
contributor to the NATO Code of Best Practice for C2 Analysis.
Graham was passionate about the rigorous use of science to inform
decision making, and was well known for challenging his colleagues'
ideas with constructive arguments that were based on his own clear
and innovative thinking. This volume brings together selected works
from Graham's published writings on complex human systems in
military operations research, which should be of interest to human
systems researchers in both the military and civilian domains. Part
I ("Scoping the Problem Space") brings together three chapters that
represent Graham's later works on complexity thinking and how it
might be applied to human organizations. The extent to which he
embraced the new complexity paradigm is clear, and how he was
beginning to weave it into the needs of OA customers. Part II
("Confronting the Problem Space") contains papers that are much
less general and abstract, and address specific issues in the
complex world of human systems modeling.
A volume in I.S.C.E Book Series: Managing the Complex Series
Editors Kurt Richardson and Michael Lissack, ISCE Research In this
volume, Hugo Letiche tackles the all-important question, is there
""care"" in healthcare? If, as Klaus Krippendorff (2006) argues,
""meaning is a structured space, a network of expected senses, a
set of possibilities .[that] emerges in the use of language,"" then
within the healthcare systems of today, the meaning of ""care"" has
been defined to be the eradication of a problem. We must recognize
that patients do not wish to regarded merely as a problem requiring
eradication. Letiche is opposed to the very idea that complexity
reduction can address the humanity of each individual healthcare
situation. He argues that, through narratives and through
complexity based social theory, the complexity of each individual
situation must be transcended through mindful listening and engaged
dialogue. Letiche suggests that in the absence of such mindfulness,
the lack of time for true listening, and the inability of providers
and systems to allow for patients and family to engage in dialogue
lies both the roots of the problem and the potential for its
solution.If complexity theory has a role in the analysis
understanding and betterment of social systems, then approaches
such as the one Letiche undertakes herein will become essential
tools of the trade.
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2007 Annual includes articles from Alice MacGillivray, Dale
Lockwood, L. Deborah Sword, Gerald Midgley, Viveca Asporth, Jack
Meek, and many more, which explore a range of complexity-related
topics from philosophical concerns through to the practical
application of complexity ideas, concepts and frameworks in human
organizations. Also included are a series of four reproductions of
classical papers in the fields of complexity and systems, each with
critical introductions that explore their modern relevance: "The
Philosophy of the Present" by George Herbert Mead (originally
published in 1932), "Emergence" by Michael Polanyi (originally
published in 1966), "The Theory of Complex Phenomena" by Friedrich
August von Hayek (originally published in 1967), and "The Pretence
of Knowledge" by Friedrich August von Hayek (originally published
in 1975).
It is well known and acknowledged that public policies are
inherently complex. But the implications of complexity theory (or
complex adaptive systems theory) for policy analysis have not been
explored fully. The authors of this volume offer perspectives and
methodological tools to fill this gap. Among the questions explored
in the volume are, does complexity theory offer a 'new science', an
alternative way of thinking to the pervasive rationalism of the
mainstream policy analysis, or is it merely a novel analytical tool
kit? Does the theory suggest a new way of knowing-and consequently
solving-complex public policy problems, for example? How does the
theory conceptualize complexity, and is this different from common
understandings of the term? What should be the involvement of
policy analysts in the process of change from the perspective of
complexity theory? Does the theory support or suggest a complexity
ethics? The authors of the book also illustrate how agent-based
models, the most commonly applied tool of complexity theorists, can
be used in policy analysis, as well as creatively applying other
methods such as Q-methodology and qualitative case study in
understanding complex social problems.
In introducing this first volume of a series exploring issues in
managing complexity, Richardson (Institute for the Study of
Coherence and Emergence) contends that no one has yet developed a
reliable skill set for learning from the noise of complex systems.
In 30 papers, multidisciplinary international contributors analyze
complex organizations,
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the the 'soft' qualitative perspectives.
This 2006 Annual includes articles from Elizabeth McMillan, Daniel
Solow, Kathleen Carley, Paul Cilliers, Ysanne Carlisle, James Hazy,
and many more, which explore a range of complexity-related topics
from philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of three reproductions of classical
papers in the fields of complexity and systems, each with critical
introductions that explore their modern relevance: "The Philosophic
Functions of Emergence" by Charles A. Baylis (originally published
in 1929); "Novelty, Indeterminism, and Emergence" by W. T. Stace
(originally published in 1939); "The Functions of the Executive:
The Individual and Organization" by Chester I. Barnard(originally
published in 1938).
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2009 Annual includes articles from Anet Potgieter, Benyamin
Lichtenstein, Kate Crawford, Donald Gilstrap, Liz Varga, Steven
Wallis, and many more, that explore a range of complexity-related
topics from philosophical concerns through to the practical
application of complexity ideas, concepts and frameworks in human
organizations. Also included are a series of four reproductions of
classical papers in the fields of complexity and systems, each with
critical introductions that explore their modern relevance:
"Thoughts on Organization Theory" by Anatol Rapoport & William
J. Horvath(originally published in 1959)"The Doctrine of Levels" by
George P. Conger(originally published in 1925)"The Role of Somatic
Change in Evolution" by Gregory Bateson(originally published in
1963)"The Status of Emergence" by Paul Henle(originally published
in 1942)
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the 'soft' qualitative perspectives. This
2010 Annual includes articles from Goktu Morcol, Lynne Hamill, Mika
Aaltonen, Glenda Eoyang, Lasse Gerrits, Jean Boulton, and many
more, that explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of four reproductions of classic papers
in the fields of complexity and systems, each with critical
introductions that explore their modern relevance: "The Science of
'Muddling' Through" by Charles E. Lindblom (originally published in
1959); "Why is Economics not an Evolutionary Science?" by Thorstein
Veblen (originally published in 1898); "The Theory of Emergence" by
Reuben Ablowitz (originally published in 1939), and; "Determinism
and Life" by Conrad Hal Waddington (originally published in 1972).
A volume in I.S.C.E Book Series: Managing the Complex Series
Editors Kurt Richardson and Michael Lissack, ISCE Research In this
volume, Hugo Letiche tackles the all-important question, is there
""care"" in healthcare? If, as Klaus Krippendorff (2006) argues,
""meaning is a structured space, a network of expected senses, a
set of possibilities .[that] emerges in the use of language,"" then
within the healthcare systems of today, the meaning of ""care"" has
been defined to be the eradication of a problem. We must recognize
that patients do not wish to regarded merely as a problem requiring
eradication. Letiche is opposed to the very idea that complexity
reduction can address the humanity of each individual healthcare
situation. He argues that, through narratives and through
complexity based social theory, the complexity of each individual
situation must be transcended through mindful listening and engaged
dialogue. Letiche suggests that in the absence of such mindfulness,
the lack of time for true listening, and the inability of providers
and systems to allow for patients and family to engage in dialogue
lies both the roots of the problem and the potential for its
solution.If complexity theory has a role in the analysis
understanding and betterment of so
Welcome to Volume 9 To begin this new look volume of E: CO we have,
among others, brought together a special collection of papers and
articles that are drawn from no less than three recent complexity
conferences. All of the academic and practitioner section papers
were selected from the recent ANZSYS/ISCE collaboration that
resulted in the International 11th ANZSYS / Managing the Complex V
conference that was held December 5-7, 2005 in Christchurch, New
Zealand. The purpose of this event was to provide a lively forum
for discussion and debate for a wide range of academics and
practitioners in the fields of systems thinking, complexity science
and management. People from other disciplines who had an interest
in the application of systems thinking and complexity approaches
were also invited to participate. The event brought together
thinkers and practitioners in the fields of systems and complexity
as it seemed to the organizers that there had been a significant
international resurgence in these areas in recent years. The fields
of systems and complexity have many similarities, yet they are
being developed by two overlapping research communities that have
unique insights to bring to bear on the management of 'wicked'
problems. By providing forums in which people working at the
frontiers of complexity and systems thinking can learn from one
another, significant new insights for action can emerge. At the end
of the day, it is important to the vast majority of those working
with complexity and systems ideas that they are able to make a
positive difference in people's lives. It is therefore vitally
important that we share our insights and build a community of
practitioners that can take the research agenda forward. A primary
goal of the 11th ANZSYS / Managing the Complex V event was to bring
together as many people as possible engaged in complex
environmental, social and business issues, with the intention of
promoting an intense and lively debate with real implications for
systems and complexity practice. The hope of the organizers is that
this conference was a step in the right direction.
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2004
Annual includes articles from Isabelle Stengers, Julie Klein,
Sandra Mitchell, Glenda Eoyang, Bill McKelvey, William Sulis and
many more, which explore a range of complexity-related topics from
philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of fourreproductions of classical papers
in the fields of complexity and systems: "Principles of
Self-Organizing Systems" by Ross Ashby (originally published in
1962) "General Systems Theory: The Skeleton of Science" by Kenneth
Boulding (originally published in 1956) "Science and Complexity" by
Warren Weaver (originally published in 1948) "Emergence" by Stephen
Pepper (originally published in 1926)
In introducing this first volume of a series exploring issues in
managing complexity, Richardson (Institute for the Study of
Coherence and Emergence) contends that no one has yet developed a
reliable skill set for learning from the noise of complex systems.
In 30 papers, multidisciplinary international contributors analyze
complex organizations,
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity through mathematical models and simulations, Emergence:
Complexity & Organization explores the emerging understanding
of human systems that is informed by this research. This 2005
Annual includes articles from Max Boisot, Ken Baskin, Robert E.
Ulanowicz, Heather H pfl, Victoria Alexander, and many more, which
explore a range of complexity-related topics from philosophical
concerns through to the practical application of complexity ideas,
concepts and frameworks in human organizations. Also included are a
series of four reproductions of classical papers in the fields of
complexity and systems: "Futurology and the Future of Systems
Analysis" by Ida R. Hoos (originally published in 1972) "A Form of
Logic Suited for Biology" by Walter M. Elsasser (originally
published in 1981) "Beyond Open Systems Models of Organization" by
Louis R. Pondy (originally unpublished conference paper from 1976)
"The Architecture of Complexity" by Herbert A. Simon (originally
published in 1962)
With a field so broad in both breadth and depth as that making up
the contemporary study of complex systems, it is well nigh
impossible to cover all the bases underlying the development of
well argued, robust and relevant understanding of these systems.
That is one of the reasons why the international journal Emergence:
Complexity and Organization has offered a Classical Paper in each
issue. Now, in this current volume we have made available in one
publication venue the diverse Classical Papers that have been
published so far in E:CO. These papers are offered not only to
enrich our current understandings by exhibiting the historical
background to many of today's leading complexity-based ideas,
perspectives, and methods. They are also gathered here to help
address some of the difficulties confronting not only complexity
thinkers, but for that matter any thinker sincerely trying to grasp
the novel situations and novel difficulties we face in modern
times.
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