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…
Taking responsibility for complexity (section 3.1.5): Remove the barriers to self-organisation
As well as technical and formalised concerns, more deep-rooted issues of power, politics and culture…
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…
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…
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…
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…
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…
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…
Challenge-led system mapping: A knowledge management approach
A newly published handbook provides a step-by-step guide to challenge-led system mapping, with knowledge management…
Taking responsibility for complexity (section 3): Practical guidance for dealing with complexity
Principles and priorities as to where and when policies and programmes need to be shaped,…