The need for new leadership in this COVID-era
New research suggests that effective leadership in the face of wicked problems calls for a…
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…
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.…
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…
Taking responsibility for complexity (section 4): Conclusion
Thoughts and questions as to what the principles and priorities for tackling complexity might mean…
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…
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…
Taking responsibility for complexity (section 3.3.5): Broadening dialogues
Implementation should look to build and work with critical voices, rather than avoiding them.
The importance of knowing how: A pluralistic and integrated approach to action-oriented knowledge for sustainability
A new paper introduces a systematic approach that clarifies how knowledge emerges from and simultaneously…
Taking responsibility for complexity (section 3.3.4): Peer-to-peer learning
Both formal and informal linkages between actors can provide effective channels for two-way flows of…
