complexity
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Book reviews and releases
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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Systems and complexity
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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Systems and complexity
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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Systems and complexity
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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Systems and complexity
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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Systems and complexity
Taking responsibility for complexity (section 4.1): What are the implications for governance and public administration?
Complexity implies that the scope of ‘governance’ needs to widen considerably, and governance work also needs to expand to take…
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Systems and complexity
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…
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Systems and complexity
Taking responsibility for complexity (section 3.3.7): Facilitation and mediation
Efforts to combine different sources of knowledge must tread carefully in order to give genuine space to different perspectives.
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Systems and complexity
Taking responsibility for complexity (section 3.3.6): Sense making for common ground
It is a high priority to ensure that framing and conceptualising a problem is an inclusive, communicative process.
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Systems and complexity
Taking responsibility for complexity (section 3.3.5): Broadening dialogues
Implementation should look to build and work with critical voices, rather than avoiding them.