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…
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.
Managing in the face of complexity (part 3.2): A. Move from static to adaptive management
In the face of complexity, managing requires different approaches that acknowledge the limits to prediction…
Managing in the face of complexity (part 3.1): Tailoring management approaches to complex situations
If your project, programme, or policy is facing complexity, it is important to choose approaches…
Managing in the face of complexity (part 2.4): Task 3: Assess the distribution of capacities
Interventions often involve a range of actions implemented by a network of partners who possess…
Managing in the face of complexity (part 2.3): Task 2: Assess the level of agreement
For many multi-dimensional issues, different types of knowledge and interpretations of the evidence may lead…
Managing in the face of complexity (part 2.2): Task 1: Assess the level of uncertainty
Uncertainty is evident in situations where it is not clear how to achieve the best…
Managing in the face of complexity (part 2.1): Identifying the nature, level and challenges of complexity
The three types of challenge faced in complexity.
