complexity
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Managing in the face of complexity
Managing in the face of complexity (part 4.4): Appropriate approaches – 4. Solution Focus
Solution Focus is a powerful and proven approach to bring about change that avoids becoming locked in a problem-focused mode…
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Brain power
Should the brightest talent coalesce in ‘cognitive hubs’?
A new study argues that workers operating in highly complex and cognitive roles work best when they’re clustered together.
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Managing in the face of complexity
Managing in the face of complexity (part 4.3): Appropriate approaches – 3. Strategic Assumption Surfacing And Testing (SAST)
SAST relies on dialectic rather than discussion and forces people to explore their underlying assumptions, which normally remain ignored or…
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Managing in the face of complexity
Managing in the face of complexity (part 4.2): Appropriate approaches – 2. Problem-Driven Iterative Adaptation (PDIA)
Proposed as a way to avoid capability traps characterised by inappropriate transfers of best practice that fail to improve the…
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Managing in the face of complexity
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.
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Managing in the face 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.
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Co-creative approaches to knowledge production & implementation
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 the ability to understand and…
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Managing in the face of complexity
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.
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Managing in the face of 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 and control and adapt to…
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Managing in the face of complexity
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 that fit with the nature…