Navigating Complexity
Our social systems are so designed that when
we each act intelligently on our own self-interest,
we collectively move towards global destruction.
Tom Atlee ( thinker and founder of Co-intelligence Institute)
Shay Ben yosef, PhD. ‫ד"ר שי בן יוסף‬
Navigating Complexity ‫ניווט במורכבות‬
[email protected] 054-2112383
What do we expect from maps?
Reflecting the reality
Common language.
Systematically
Macro Systems > micro sub-systems
scaling.
What do we expect from
journey plan?
Map & Compass
Start > End
Mile stones
Linear way
Achievable targets
Who is the leader ?
The one how know the map.
The one how know the way.
The one how recruit people to do the
mission.
Maps & Reality
Complex
responsive
System/ process
Simple
system/ process
How is our real life, looks like?
The map is constantly changing.
The journey is full of unexpected phenomena.
Each actor have his own map & his own journey
plan.
Order / Chaos
Diversity.
How should we implement
leadership at this situation ?
What are the leadership challenges
at this situation ?
Update Date base - map
Shared vision / intention - compass
Common language.- jointness
Agility – The ability to be relevant
The language of complex systems
Patterns
Fractals
Attractors
Field / Networks
Adaptive agent
Self Organized System
Emergent property
Some understandings about
Complexity*
“If one takes this perspective, that an
organization is a pattern of talk (relational
constraints), then, an organization changes only
insofar as its conversational life (power
relations) evolves. Organizational change is the
same thing as change in the pattern of talk and
therefore the pattern of power relations.
Creativity, novelty, and innovation are all the
emergence of new patterns of talk and
patterns of power relations”
Stacey R. D. (2000) Strategic Management & Organizational
Dynamics
Some understandings about
Complexity
“Examples of the necessary skills are:
- the capacity for self-reflection and owning one's
part in what is happening,
- skill in facilitating free flowing conversation,
- ability to articulate what is emerging in conversations,
- and sensitivity to group dynamics.“
"Strategic management is the process of actively
participating in the conversations around important
emerging issues.
“Strategic direction is not set in advance but understood in
hindsight as it is emerging or after it has emerged."
Some understandings about
Complexity
Our behaviors change only if we decide to
belong together "differently” - Margaret Wheatley,
"An organization that continually sees itself
in novel images, images that are permeated
with diverse skills and sensitivities, thereby
is equipped to deal with altered surroundings
when they appear." - Karl Weick .
“
How should we implement leadership
at this situation ?
Think global, act local
•Intension X 2 – to your direction, to
the surroundings
•From Action to Interaction.
•Knowledge management
•Agility
How should we implement
leadership at this situation ?
mission
Discipline
Leadership
Community
Spirit
Literature
Luhmann, Niklas. 1985. "Complexity and meaning" pp
99-104 in: Aida S. et al. The science and the praxis of
complexity. Tokyo: UN University
Lansing, Stephen J. 2003. "Complex Adaptive Systems".
In: Annual Review Anthropology. 2003. 32:183-204
Stacey R. D. (2000) Strategic Management &
Organizational Dynamics
Weick, K. E. (1996). Sensemaking in organizations.
Newbury Park, CA: Sage.
Wolfram, Stephan. 2002. A new kind of sience Canada:
Media, Inc
‫תודה‬
Thanks
Shay Ben yosef, PhD. ‫ד"ר שי בן יוסף‬
Navigating Complexity ‫ניווט במורכבות‬
[email protected] 054-2112383