Systems & complexity
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Taking responsibility for complexity (section 3.1.7): Leadership and facilitation
In the face of complex problems leadership must rely more on facilitation and empowerment, promoting ownership and catalysing self-organisation.
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Taking responsibility for complexity (section 3.1.6): Supporting networked governance
Governance by network involves agencies working with a variety of institutions, engaging service providers and other organisations, and collaborating with…
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Taking responsibility for complexity (section 3.1.4): Building adaptive capacity
Adaptive capacity is the property of a system to adjust its characteristics or behaviour, in order to expand its coping…
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Taking responsibility for complexity (section 3.1.3): Convening and boundary management
One priority for intervention is to facilitate processes that build trust and collaboration between key actors.
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Taking responsibility for complexity (section 3.1.2): Engaging local institutions and anchoring interventions
It is important to engage and work with or through local organisations that are already addressing the policy problem at…
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Getting to the heart of the problems with Boeing, Takata, and Toyota (part 4): Embracing a different approach to knowledge management
A complex system can only be understood by understanding the small particular parts of day to day interaction. In order…
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Taking responsibility for complexity (section 3.1.1): Decentralisation and autonomy
Having decisions made close to those most affected is a way to provide better and quicker feedback and ensure decision-makers…
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Taking responsibility for complexity (section 3.1): Where? Facilitating decentralised action and self-organisation
Tackling complex policy problems requires multi-level governance systems that work at multiple, interlinked levels, promoting learning and cooperation.