Systems & complexity
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Two practical KM guides on “getting good” at leading complex projects and crisis response
Guides to support practical decision-making and competence building in leading in the face of complexity.
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Can examining cross-disciplinary interactions illuminate unknown unknowns?
It can be argued that disciplinary silos generate unknown unknowns, so cross-disciplinary interactions are proposed as a way of identifying…
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The (il)logic of legibility – Why governments should stop simplifying complex systems
Thea Snow discusses how the desire to make complex systems ‘legible’ can serve to constrain policymaking and lead to decisions…
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The less equal we become, the less we trust science, and that’s a problem
Inequality affects how you see those around you. People in less equal societies are less likely to trust each other,…
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The need for new leadership in this COVID-era
New research suggests that effective leadership in the face of wicked problems calls for a very different set of virtues…
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Urban planning, complex systems theory, and contraproductive change
It appears that the renunciation of command and control approaches to management is actually the result of the failure of…
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Taking responsibility for complexity (section 4.2): Implications for aid agencies
Overall, there needs to be greater recognition that development is a knowledge industry, including readjusting the skills base and organisational…
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Case studies in inappropriate responses in the face of complexity
Managers and leaders are partly responsible for management fads that aren't appropriate responses to complexity. But governments and research institutions…
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Taking responsibility for complexity (section 4): Conclusion
Thoughts and questions as to what the principles and priorities for tackling complexity might mean for governance and public administration…