Complex facilitation

Dave Snowden

My priority today was to get a body of material from various documents and slide sets into the entry for Complex Facilitation. Now some people get complex facilitation but a lot don’t. Methods are designed to change interactions, not to change people.

Networks and Complexity (1)

Dave Snowden

Complex human systems, such as organizations, communities or economies, go hand-in-hand with networks. Networks can reveal various structures and various layers in complex systems – the connections (links) between the components are key.

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complexity rules

Harold Jarche

We live and work in a complex system. Simple, traditional linear models do not work in complex systems. Campbell’s Law is a real thing – people change their behavior to meet targets. ” — Aeon: Complex Systems Science 2020. Complexity

On organisational change

Dave Snowden

It addresses the issue of organisational change using, in the main, a mapping and navigation metaphor. If we get heavy snow things will change, rivers can also flood but like all good walkers we have contingency plans and alternative routes we can follow. Sin in organisational design.

Change 217

Design thinking & complexity pt 1

Dave Snowden

I promised to address this yesterday following a presentation on Design Thinking at the conference here in Ohio. I started talking about the differences that complexity theory makes to design thinking some time ago - In Malmo at the XP conference as I remember it - and have now introduced that material in modified form onto day four of our accreditation programme. Designers going into the field to observe people in action.

Design thinking & complexity pt 2

Dave Snowden

For the moment I want to look at some of the implications for design thinking, reinterpreted through a complexity lens; shifting from a linear process to a non-linear dynamic. Mind-Body cartesian dualism, Newtonian Physics and many other assumptions underpin the dominant ways of thinking in western society (and elsewhere) and as commonly understood design thinking does not avoid the trap; namely asking the wrong questions. So what does this mean for design?

Systems thinking & complexity

Dave Snowden

The pioneering work of Prigogine and others which gives us complexity theory happens in the middle of that century. It was a characteristic of that period of development that the complexity of system would be resolved by engineering design, often bottom up, or definition of specific outcomes. I didn’t know it at the time but that was the key Cynefin distinction between complex and complicated.

changing structures

Harold Jarche

“For the first time since the industrial revolution, organizations are changing at a fundamental level. The change is very much a work in progress in most organizations. But we now have many examples of organizations that are fully functioning in an entirely new way — that is, new ideas about how the organization is designed, about how work gets done, how people relate to each other.” Changed role of leaders —. Complexity ConnectedEnterprise

Change 157

AI Technologies Are Fundamentally Changing How Work Gets Done

Irving Wladawsky-Berger

The expanded scope will change the value employers place on tasks, and the types of skills most in demand.”. The data set generated by these methods provides much more detail about the changes in tasks within jobs and in skill requirements than traditional survey data.

Complexity and Design in Warfare

Irving Wladawsky-Berger

On March 11 I participated in a workshop in Washington, - Design Unbound , - organized by The Highlands Forum. The workshop explored how design-oriented approaches can help us better understand and deal with the very complex problems we are increasingly encountering in all aspects of business, economies, government, public policy, military operations and society in general. We need very different processes to address this class of highly complex problems. Designing.

Complexity and change

Harold Jarche

Complexity. If it seems to too complex for L&D to take on the “responsibility&# for enabling learning across the organisation, then bear in mind that this role will probably be assumed by others, e.g. Bus Ops, IT or Internal Communications departments as their own interests widen. Classroom instruction is complex but do we treat it as such? Changing Practice. Evidence that change does not come from within, in this ASTD article via @JaneBozarth.

hold space for complex problems

Harold Jarche

Too often, we are our jobs, and when that changes, on a large scale, society will change. The changing nature of work will have ramifications across society. Structural changes in jobs and the education needed to do work are already being felt. But we need to first prepare people – individuals, families, communities – to be adaptable in dealing with technological and demographic changes, in a globalized, resource-challenged world.

Complexity and Public Administration

Dave Snowden

Some 10 years ago now when I first became interested in how complexity science might be used in public administration there was a body of thinking but relatively few practical examples of applications. That has changed. This has brought attention to approaches informed by complexity science for working with intractable problems as well as a way to square the circle of making localization workable and relevant. This blog is being posted on behalf of Thomas Townsend.

Designing Ecosystems | A Learning Journey

Dave Snowden

On September 16, 2019, Cognitive Edge was invited to a Research Meeting convened by the Stanford Center for Design Research and the David Ramsey Map Center. The event was convened to integrate perspectives on Innovation Ecosystem and Design Thinking to come together to share insights. .

Design 130

The Evolution of Design Thinking

Irving Wladawsky-Berger

Design Thinking is the featured topic in the September issue of the Harvard Business Review with four articles on the subject. “It’s Executives are using this approach to devise strategy and manage change,” reads the tagline in its cover. The application of design thinking beyond products, - in innovation, problem solving and business strategy, - isn’t new. IDEO , a firm best known for pioneering this expanded view of design, traces its roots back to 1978.

Design 215

Coherence in complexity

Harold Jarche

Anecdote reports that John Kotter, leadership guru , is accepting that methods like his 8-step process for leading change may not be effective in the face of complexity. In my last post I wrote that in an increasingly complex workplace, many of the old models are no longer useful, referring more specifically to workplace learning. The same is happening to our models for management and “change management”, as if we could manage change in the first place.

Managing in Complexity

Harold Jarche

As our markets and technologies get more complex, we need new models to get work done. However, complex systems are not fully knowable, though they can be partially understood through interaction with them. If companies want to remain competitive in the global market, they need to focus on complex and creative work. Much of complex work is in exception-handling and when exceptions are the rule, rigid rules must become the exception. complexity Wirearchy Work

Is Design Thinking the “New Liberal Arts”?

Irving Wladawsky-Berger

Design thinking has become an increasingly popular topic of discussion over the past decade. Design is no longer just for physical objects, e.g. cars, bridges, shoes, jewelry, smartphones. Design thinking is now being applied to abstract entities, - e.g. systems, services, information and organizations, - as well as to devise strategies, manage change and solve complex problems. The application of design thinking beyond products isn’t new.

Design 212

The Internet of Things is Changing the World

Irving Wladawsky-Berger

“How the world will change as computers spread into everyday objects,” is the title of the lead article in a comprehensive review of the Internet of Things (IoT) in a r ecent issue of The Economist.

Change 160

Design, value & constraint

Dave Snowden

In Whistler earlier in the year we looked at the wider question of design and moved on in Tasmania to examine design in the context of resilience. In the final retreat of the year we continue the theme of design but this time with a wider focus on value. This year that theme has been design both as a process but also in the context of resilience and sustainability in society. How can we design systems that allow human systems to grow and flourish?

Design 136

Increased complexity needs simplified design

Harold Jarche

Now that many of us live in messy democracies and work in loose networks, learning has become complex with more connections to influence us. According to the authors of Getting to Maybe , in complex environments : Rigid protocols are counter-productive. As Jay has said, informal learning is a better approach for more complex environments. Build learning resources so that they can be easily changed or modified by anyone (allow for a hacker mentality ).

A complex look at task assignments

Clark Quinn

I was thinking (one morning at 4AM, when I was wishing I was asleep) about designing assignment structures that matched my activity-based learning model. And I’ll be the first to acknowledge that it’s complex, as the diagram represents, but let me tease it apart for you and see if it makes sense. The learner is also supposed to annotate their rationale for the resulting design as well. design meta-learning social

Build trust, embrace networks, manage complexity

Harold Jarche

But hierarchies are rather useless to create, innovate, or change. We have known for quite a while that hierarchies are ineffective when things get complex. The only way to change a hierarchical organization is to create a new hierarchy. Most organizations still deal with complexity through reorganization. A connected enterprise starts by building a foundation of trust, embracing networks, and then managing complexity. Complexity. Hierarchies.

“Complicated” vs. “Complex”

Martijn Linssen

The background: A gentleman who makes a living “reducing complexity” for IT systems keeps running into some of us on Twitter who study complexity. The ask: There is a group of complexity aficionados that criticize my use of the word “complexity.” ” In general, these are folks who are influenced by the Cynefin framework that considers complexity and complicated to be different attributes of a system. The Emergence of Complexity.

Scale and Complex Systemic Innovation

Irving Wladawsky-Berger

They are highly motivated to bring to market new products which offer significantly improved designs and/or lower costs, and thus gain competitive advantage and market share from the established leaders in their segment of the market. It favors large companies because of their ability to address complex systemic problems, manage the large-scale ecosystems that solving such problems requires, and bring their solutions to market all round the world.

System 162

Design Thinking and the Workplace Experience

Irving Wladawsky-Berger

Design has long played a major role in product innovation. But in the last few years, a shift has been underway bringing design to the very core of the business. “ The Evolution of Design Thinking : It’s no longer just for products. Executives are using this approach to devise strategy and manage change,” read the cover of the Harvard Business Review’s September issue , which featured several articles on the subject. .

Design 208

Change in Education and What Needs to be Done

Stephen Downes: Half an Hour

Published as Change in Education and What Needs to be Done , 15 pages, 2020, Maysan Center for Future Studies. In recent months we as a global community have experienced a hard lesson about the nature of change. Either way, what we do today will change what happens tomorrow.

Leadership for Complexity

Clark Quinn

The other meme from the retreat event last weekend was the notion of leadership for complexity. We talked through how things are moving from complicated to complex (and how important it is to recognize the difference), and that organizations need to receive the wake-up call and start moving forward. The issue really is to recognize the need to seize new directions, and then execute the change. Design-based research ] if you will.

Re-wiring for the Complex Workplace

Harold Jarche

Complexity is the new normal. Connected knowledge workers need more than directives; they need ongoing, real-time, constantly-changing, collaborative, support. A company vision statement that says people are its greatest asset will not be respected by workers who fear the next down-sizing event designed to increase stock value. Re-wiring for complexity. Organizations need to understand complexity instead of adding more complication.

From instructor to designer & facilitator

Clark Quinn

Someone on Quora asked me about the instructor role: How would the role of a teacher change in this modern online learning world? While I posted an answer there, I thought I’d post it here too: I see two major roles in that of the ‘teacher’: the designer of learning experiences (pre), and the facilitator of same (during/post). I think the design changes by returning to natural learning approaches, an apprenticeship model (c.f.

Design 118

our simply complex world

Harold Jarche

” Understanding Makes the Complex Simple. I walked him through our relationships with other military units, how things had evolved post-9/11, and how our current structures were designed to function. There’s a complex web of key personalities and networks that make it function,” I pointed out, “and your job sits right in the middle of them.” Detail from my upcoming epic explanation on why organisations have to change” by @voinonen.

Grand Unified Theory of Service Design, Systems Design, and Organization Design

Adaptive Path

I sat down with Jeff to pick his brain on putting the ‘service design’ in software-as-a-service. One is that I specialize in helping IT organizations and digital businesses bring together agile, DevOps, and design thinking in order to adopt new methodologies and be able to deliver more continuous value, so I’m really interested in the relationship between design and engineering and design and IT in particular. Very often, DevOps and design never speak.

Design 149

in an increasingly complex world

Harold Jarche

Robert Warwick - Following a comprehensive literature review, heavily influenced by complexity sciences, we came up with seven essential criteria that are important to consider in an increasingly complex world, these were: Go out of your way to make new connections. Embrace uncertainty and be positive about change – adopt an entrepreneurial attitude. This is a good set of guidelines (via David Hodgson ) and useful for conversations around organizational change.

Creating an architecture for change

Dave Snowden

Yesterday’s post was partly inspired by my reading David Chandler’s 2014 book Resilience: The Governance of Complexity. So we use military or economic force to remove said delete, now that hasn’t worked … we need to focus on creating an infrastructure within which a fluid series of changes over time can create a resilient society build around local networked agency. This is not only government it is also the way of all legitimate organisational change.

Change 187

Making sense of complexity and innovation

Harold Jarche

Friday’s Finds: Gall’s Law: A complex system that works is invariably found to have evolved from a simple system that worked. A complex system designed from scratch never works and cannot be patched up to make it work. ” Deconstructing Innovation : a complex concept made simple; by @ShaunCoffey. The one constant is that you have to be open to change and new points of view. complexity Friday''s Finds Innovation

A guide to complexity and organizations

Harold Jarche

Via Jay Cross is this amazing synthesis – Organize for Complexity – of how complexity affects our work and the ways in which we can change our organizational structures to account for complexity, instead or adding more complication. If you know nothing about complexity, read this. The definition of complex systems is quite useful: Complex systems have presence or participation of living creatures.

Nothing Has Changed. Everything Has Changed.

Charles Jennings

We know that the results of learning and development activities can only be determined by changes in behaviour (after all, at its heart that’s what ‘real learning’ is) and behaviour change needs to be measured in terms of what individuals, teams and organisations can do and are doing, that they couldn’t do previously, or what they’re doing better than before. But we need wider fundamental changes if we’re to do so at speed and scale. So, what are these fundamental changes?

Change 183

change the system, not the leader

Harold Jarche

Plus ça change, plus c’est pareil. Even punishing the person in charge will change little. Changing leaders will not change the system from which they emerged. To remain connected to the changes in their networks, good leaders are curious and promote experimentation, but do not need to control it. Leadership in networks is helping the network make better decisions, and this requires a focus on the best organizational design to meet the changing situations.

System 219

Complexity and Collaboration

Harold Jarche

timkastelle Nice post from @EskoKilpi: Complexity. The Internet changes the patterns of connectivity and makes possible new enriching variety in interaction. The changed dynamics we experience every day through social media have the very characteristics of the edge of chaos. The sciences of complexity change our perspective and thinking. Tags: Friday's Finds complexity

Automation and the Changing Demand for Workforce Skills

Irving Wladawsky-Berger

Let me now discuss the more recent report published earlier this year, which examined the changes in skills required of human workers over the next 10-15 years. To do so, the study analyzed how the total number of hours worked in 25 different skill areas has changed between 2002 and 2016 and estimated the expected change in hours worked by 2030. I’ll focus my discussion on the US skill changes, as the European changes were similar.

Skills 194

Intervention Design: Overcoming Stiff Resistance to a New, Disruptive Innovation

Irving Wladawsky-Berger

The September issue of the Harvard Business Review features a spotlight on The Evolution of Design Thinking. With four articles on the subject, HBR ’s overriding message is that design is no longer just for physical products, being increasingly applied to customer experiences, innovation, business strategy, and complex problem solving. . Last week I discussed this expanded view of design thinking based on one of the articles, - Design Thinking Comes of Age.

Changing thinking, changing systems

Harold Jarche

“The challenge of the coming century is to change the value system of society. Working smarter draws upon ideas from design thinking, network optimization, brain science, user experience design, learning theory, organizational development, social business, technology, collaboration, web 2.0 patterns, social psychology, value network analysis, anthropology, complexity theory, and more.

Change 148

Learning in Complexity

Harold Jarche

” @webestime – “Simple rules lead to complex behavior. ” @CharlesJennings – “in a complex world, continuous learning is the only option available to us” – Globalization, Complexity & Change. The challenges of jobs that deal with high levels of complexity and tacit interactions are best addressed through the development of core skills and capabilities, not through trying to teach sets of processes or facts.