Managing in the face of complexity (part 4.6): Appropriate approaches – 6. Viable System Model (VSM)
This long-established method identifies the core organisational requirements for social systems to be viable.
Managing in the face of complexity (part 4.5): Appropriate approaches – 5. Deliberative processes
Key stakeholders should be brought together to discuss and consider appropriate action and policy responses:…
Managing in the face of complexity (part 4.4): Appropriate approaches – 4. Solution Focus
Solution Focus is a powerful and proven approach to bring about change that avoids becoming…
Managing in the face of complexity (part 4.3): Appropriate approaches – 3. Strategic Assumption Surfacing And Testing (SAST)
SAST relies on dialectic rather than discussion and forces people to explore their underlying assumptions,…
Managing in the face of complexity (part 4.2): Appropriate approaches – 2. Problem-Driven Iterative Adaptation (PDIA)
Proposed as a way to avoid capability traps characterised by inappropriate transfers of best practice…
Managing in the face of complexity (part 4.1): Appropriate approaches – 1. Cynefin framework
The Cynefin framework summarises appropriate management responses to different levels of complexity.
Managing in the face of complexity (part 3.4): C. Move from centralised to decentralised management
Recent research has emphasised the value of polycentric institutional arrangements.
Co-creative approaches to knowledge production and implementation series (part 10): What does complexity mean for co-creation and how stakeholders are engaged?
Stakeholders have an essential role in making complexity evident, and limiting stakeholder involvement also limits…
![Collaborating on Research by National Eye Institute [Flickr image]](https://realkm.com/wp-content/uploads/2018/07/9955278615_c5356cdffd_z-150x150.jpg)
The need for academics to develop collaborative skills
The goal of generating breakthrough research and solutions to real human problems simultaneously can be…
Managing in the face of complexity (part 3.3): B. Move from directive to collaborative management
The classic ‘command and control’ model of leadership is rather ineffective when faced with complexity.
