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. Complexity is not complicated, nor linear — “In complex systems, the last thing that happened is almost never informative about what’s coming next.”

Complexity, design and aesthetics

Dave Snowden

Last year we looked at complexity in generation, in 2018 we are both expanding the number (from one to three) and focusing in particular areas. The first this year is coming up shortly in Whistler and will focus on creating a complex systems approach to how we handle design and innovation in large organisations, the role of aesthetics and creativity in human systems. We will start to think through the metaphor and practice in the context of design at the session.

Reflections on Complexity, Chaos and COVID-19

Dave Snowden

It is in this context that we pulled together some of the leading thinkers in the field of complexity to explore where we are from different perspectives. The whole process is designed to integrate and build a theory-informed practice base.

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.

Scaling in complex systems

Dave Snowden

Naturally I have done a lot more thinking since then but the fundamentals remain: you don’t scale a complex system by aggregation or imitation but be decomposition to an optimal level of granularity followed by recombination (possible exadaptive recombination). Complexity is about how things connect far more than what the things are. The post Scaling in complex systems appeared first on Cognitive Edge.

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.

Organize for Complexity

Harold Jarche

” Well I think Niels has answered much of that question himself, in his recent book Organize for Complexity. We call this “disciplined practice” Fads like business analytics, knowledge management, and big data will never make organizations fit for complexity. So what does Organize for Complexity cover? It’s like an updated, synthesized version of Senge’s Fifth Discipline Fieldbook , but designed for the second decade of the 21st century.

improvise for complexity

Harold Jarche

The five principles are: Assume complexity and only control process choices, not the outcome. Design skillful rehearsals & adaptive performances [ perpetual beta ]. ComplexityThe premise of A Useful Idea is that improvisation acting principles can help with the creation of something new, and perhaps innovative. Nourish ‘ensemble’ to let go of safety and dive in with openness [ improv activities help].

hold space for complex problems

Harold Jarche

Every one of the major challenges facing us is complex. But our organizations are not designed for complexity. Our education institutions do not teach an understanding of complexity. Our workplace training does not factor in complexity. While not all of our problems are complex, the simpler issues are being dealt with. We need to take what Clay Shirky calls the cognitive surplus , and use it to wrestle with complex problems. Complexity Democracy

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. 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. So what is applying complexity thinking to public policy really all about?

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. .

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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 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. The School of Design in London’s Royal College of Art has long been pushing the boundaries of industrial design.

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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. Complexity, driven by global networked communications, is the main factor. complexity InternetTime SocialBusiness

Living with Complexity

Clark Quinn

Don Norman (disclaimer, my PhD advisor and mentor) has had a string of important books, starting with his stellar Design of Everyday Things (tops my ‘recommended books’ list for designers). His latest, Living with Complexity , is not as landmark a book as that, but it has some very astute thinking to present. The book, as the title implies, is largely about how complexity isn’t bad, it’s necessary, and the real issue is about designing to manage it.

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 213

Designing Learning Like Professionals

Clark Quinn

I’m increasingly realizing that the ways we design and develop content are part of the reason why we’re not getting the respect we deserve. Our brains are arguably the most complex things in the known universe, yet we don’t treat our discipline as the science it is. We need to start combining experience design with learning engineering to really start delivering solutions. To truly design learning, we need to understand learning science.

Design 169

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 135

Absorbing complexity with PKM

Harold Jarche

Anne Marie McEwan explains its effects, in Why Your Network is Your Life Support System : The concept implies that organisations that fail to distribute responsibility for absorbing complexity will eventually cease to be viable – they will not be resilient against shocks coming at them from their external environment. We both use social technologies to reach out into the complexity and try to make sense of it. With complex problems there is not often a simple correct answer.

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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.

Complex actions workshop

Dave Snowden

Another sign that complexity thinking is coming into its own. There are new action forms for this, and also a whole new approach to portfolio management of complex interventions. The Cynefin action workshop is designed to engage participants in thinking differently about a generic area or a specific problem or collection of problems. A basic introduction to complexity theory using metaphor in the main. within the designated subject using the Cynefin framework.

Design to elucidate complexity: derivatives and the meta-economy

Trends in the Living Networks

I just came across the excellent visual presentation at the bottom of this post by information designer Gong Szeto on Design as Derivative: Weapons of Mass Disruption. Financial derivatives are collectively one of the most complex human-created domains, which systemically can have a massive impact in the real world. Design as Derivative: Weapons of Mass Disruption from Gong Szeto. design Financial services Social media

Refining Designing

Clark Quinn

A couple of months ago, I posted on thinking about designing, calling for designing ‘backwards and forwards’ And it’s continued to percolate, rightly or wrongly. As I originally structured it, you worked backwards (1) from the ultimate performance you need to put information in the head, and in the world, and then designed forward (2) the combined learning experience, and the performance resource. design

Design 139

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

“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.

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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. Leading-edge companies are leveraging design thinking to translate technological advances into compelling customer experiences in order to seize market share from more traditional competitors.

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Build trust, embrace networks, manage complexity

Harold Jarche

We have known for quite a while that hierarchies are ineffective when things get complex. Most organizations still deal with complexity through reorganization. A connected enterprise starts by building a foundation of trust, embracing networks, and then managing complexity. Networks enable organizations to deal with complexity by empowering people to connect with whom they need to, without permission. Complexity. Complexity ConnectedEnterprise

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. What’s needed is leadership that can lead the organization to be able to leverage complexity for success. Design-based research ] if you will.

Re-wiring for the Complex Workplace

Harold Jarche

Complexity is the new normal. 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. Today’s complicated organizations are now facing increasingly complex business environments that require agility in simultaneously learning and working. Re-wiring for complexity. Organizations need to understand complexity instead of adding more complication.

Exception handling is complex work

Harold Jarche

Complex, new problems need tacit knowledge to solve them. The challenge for organizational design is to make it easy to move new problems into the knowable space. Exception handling is complex work, which requires passion, creativity and initiative. Today’s complex work is tomorrow’s merely complicated or even simple work. In complex situations there is no time to write a detailed assessment. complexity Wirearchy

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.” Every fortnight (or thereabouts) I curate some of the observations and insights that were shared on social media.

From instructor to designer & facilitator

Clark Quinn

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. Tech can make it easier to follow such a design paradigm. The post From instructor to designer & facilitator appeared first on Learnlets

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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. Values: transparent organizations are better at sharing values but the initial design influences everything. complexity

Direct Instruction and Learning Experience Design

Clark Quinn

So it’s time to think a bit deeper about Direct Instruction and Learning Experience Design. I was worried about the intersection of many responses a minute and more complex tasks, though it appears that’s an issue that has been addressed. And, of course, this is pretty much everything I argue for as being key to successful learning experience design. Direct Instruction and Learning Experience Design have a really nice alignment.

Design 132

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. complexity Friday''s Finds Innovation

Complexity and Collaboration

Harold Jarche

timkastelle Nice post from @EskoKilpi: Complexity. The sciences of complexity change our perspective and thinking. If you’re interested in games and social networking (super useful for eLearning and learning) then Games for Social Networks: Notes On The Design and Business of Networked Play is ace from @aquito. Tags: Friday's Finds complexity

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.