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 3.2): When? Building adaptive and emergent responses
In complex problems, a greater burden of the generation and use of knowledge for implementation…
How improv can help us deal with uncertainty
Improvisation is shown to produce benefits beyond every day, routine social interactions.
Misinformation slows our collective response during crises
Effective decision-making is crucial in a crisis, but we’re also often flooded with information and…
The interplay between knowledge and power
Knowledge and information are not objective, but are contested, politicized, and pluralized. How can we…
In uncertain times it pays to explore
People tend to make a choice between the familiarity of what they know or the…
Planning and strategy development in the face of complexity series (part 3): Task 1 – Assess the level of uncertainty
Interventions that face uncertain environments can not rely only on traditional tools for planning and…
