The paper was written for the 1st international workshop on complexity and real world applications focusing on using the tools and concepts from the complexity sciences to support real world decision-making activities, Held at Southampton, Uk,in july 2010. what the paper wished to demonstrate was that tools and methods by themselves are necessary but not sufficient either to support decision making or to make fundamental change in an organization. By contrast understanding organizations as complex social systems and co-creating enabling environments using the principles of complexity can bring about fundamental change. There is no 'black box' or magic in this process; It is simply a matter of addressing complex challenges in an appropriate way. However to do this effectively implies a shift in perspective and a different way of thinking. This is what can bring about changes in relationships, In behavior, and in organizational culture. The paper uses five different studies to argue that such understanding is essential; While at the same time illustrating some tools and methods used to identify the problem-space And that complex problems can only be addressed effectively by creating multi-dimensional enabling environments, Which address all the inter-related dimensions at the same time
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