Strategies for managing the structural and dynamic consequences of project complexity

In this paper we propose a theoretical framework that highlights the most important consequences of complexity for the form and evolution of projects, and use it to develop a typology of project complexity. This framework also enables us to deepen the understanding of how knowledge production and flexibility strategies enable project participants to address complexity. Based on this understanding, we advance a number of propositions regarding the strategies that can be most effective for different categories of complexity. We hope these results will help integrate various strands in the research on project complexity, and provide a roadmap for further research on the strategies for addressing it

Spatial planning in a complex unpredictable world of change:Towards a proactive co-evolutionary type of planning within the Eurodelta

This book is a message to be humble before truth and reality and to relinquish the idea of controlling them. Planners do not have that much control. In retrospect, it was easy to conclude that in conditions of constant population growth and with an economy in fairly good shape, a linear model of urban development would be relatively easy to maintain: the origin of the idea of certainty and control. The population in the Western world is no longer growing though; on the contrary, many regions and cities are facing population decline. Added to that, the economy is proving quite uncertain as well. The two together impact on spatial development. This all means that we have to consider a fundamentally different perspective on the role of spatial planning and its position in urban and rural development. Instead of planning aiming to achieve controlled development, it might get more out of the various autonomous processes affecting urban and the rural areas. In addition to planners being experts or mediators, we might appreciate planners becoming managers of change, transition managers, adaptive responders and social entrepreneurs, supporting and guiding the various parties within urban and rural areas to find the positions which suit them best.This book acknowledges these new identities and positions, with the planner acting as a manager of change. This book tries to present arguments in support of a discipline of spatial planning which adopts a different stance to the world, a more adaptive stance, and with a keen eye for self-organization processes: an eye for non-linear kinds of planning in a world of change.<br/

Embracing Complexity to Foster Program Adaptation at a College in Ontario

The knowledge, skills, values, and confidence needed to practice dental hygiene safely, effectively, and ethically are evolving. Healthcare and the higher education landscapes are becoming increasingly complex. Despite the increased curricular competencies, emerging research about positive aspects of baccalaureate dental hygiene education, and out-of-province trends towards degree education, Bayview College continues to only offer a diploma credential that is specific to dental hygiene. Diverse views have polarized faculty on how to adapt the dental hygiene program so that it better meets professional, community, and societal needs. This Organizational Improvement Plan explores the organizational context at Bayview College and proposes a strategy to address the problem of practice, which is the lack of a shared vision about the evolution of its dental hygiene program. As a faculty member at the institution, I lay out the path to guide the change process. The plan’s overarching leadership framework, complexity leadership theory, combined with Stacey’s complexity theory, Olson and Eoyang’s conditions for self-organization, and the Plan-Do-Study-Act cycle reflect the changing environmental circumstances and complex adaptive systems that make up the Bayview College community. In addition, the selected strategy, an appreciative inquiry initiative, will foster stakeholder engagement, emergence, and creative problem solving as a means to address the identified problem of practice. I incorporate detailed plans for implementation, monitoring and evaluating, and communicating the need for change. I conclude with a path forward on how the vision can be actualized within the organization and set the foundation for future change

Spatial planning in a complex unpredictable world of change:Towards a proactive co-evolutionary type of planning within the Eurodelta

This book is a message to be humble before truth and reality and to relinquish the idea of controlling them. Planners do not have that much control. In retrospect, it was easy to conclude that in conditions of constant population growth and with an economy in fairly good shape, a linear model of urban development would be relatively easy to maintain: the origin of the idea of certainty and control. The population in the Western world is no longer growing though; on the contrary, many regions and cities are facing population decline. Added to that, the economy is proving quite uncertain as well. The two together impact on spatial development. This all means that we have to consider a fundamentally different perspective on the role of spatial planning and its position in urban and rural development. Instead of planning aiming to achieve controlled development, it might get more out of the various autonomous processes affecting urban and the rural areas. In addition to planners being experts or mediators, we might appreciate planners becoming managers of change, transition managers, adaptive responders and social entrepreneurs, supporting and guiding the various parties within urban and rural areas to find the positions which suit them best.This book acknowledges these new identities and positions, with the planner acting as a manager of change. This book tries to present arguments in support of a discipline of spatial planning which adopts a different stance to the world, a more adaptive stance, and with a keen eye for self-organization processes: an eye for non-linear kinds of planning in a world of change.<br/

Complex systems science: expert consultation report

Executive SummaryA new programme of research in Complex Systems Science must be initiated by FETThe science of complex systems (CS) is essential to establish rigorous scientific principles on which to develop the future ICT systems that are critical to the well-being, safety and prosperity of Europe and its citizens. As the “ICT incubator and pathfinder for new ideas and themes for long-term research in the area of information and communication technologies” FET must initiate a significant new programme of research in complex systems science to underpin research and development in ICT. Complex Systems Science is a “blue sky” research laboratory for R&D in ICT and their applications. In July 2009, ASSYST was given a set of probing questions concerning FET funding for ICT-related complex systems research. This document is based on the CS community’s response.Complex systems research has made considerable progress and is delivering new scienceSince FET began supporting CS research, considerable progress has been made. Building on previous understanding of concepts such as emergence from interactions, far-from-equilibrium systems, border of chaos and self-organised criticality, recent CS research is now delivering rigorous theory through methods of statistical physics, network theory, and computer simulation. CS research increasingly demands high-throughput data streams and new ICT-based methods of observing and reconstructing, i.e. modelling, the dynamics from those data in areas as diverse as embryogenesis, neuroscience, transport, epidemics, linguistics, meteorology, and robotics. CS research is also beginning to address the problem of engineering robust systems of systems of systems that can adapt to changing environments, including the perplexing problem that ICT systems are too often fragile and non-adaptive.Recommendation: A Programme of Research in Complex Systems Science to Support ICTFundamental theory in Complex Systems Science is needed, but this can only be achieved through real-world applications involving large, heterogeneous, and messy data sets, including people and organisations. A long-term vision is needed. Realistic targets can be set. Fundamental research can be ensured by requiring that teams include mathematicians, computer scientists, physicists and computational social scientists.One research priority is to develop a formalism for multilevel systems of systems of systems, applicable to all areas including biology, economics, security, transportation, robotics, health, agriculture, ecology, and climate change. Another related research priority is a scientific perspective on the integration of the new science with policy and its implementation, including ethical problems related to privacy and equality.A further priority is the need for education in complex systems science. Conventional education continues to be domain-dominated, producing scientists who are for the most part still lacking fundamental knowledge in core areas of mathematics, computation, statistical physics, and social systems. Therefore:1. We recommend that FET fund a new programme of work in complex systems science as essential research for progress in the development of new kinds of ICT systems.2. We have identified the dynamics of multilevel systems as the area in complex systems science requiring a major paradigm shift, beyond which significant scientific progress cannot be made.3. We propose a call requiring: fundamental research in complex systems science; new mathematical and computational formalisms to be developed; involving a large ‘guinea pig’ organisation; research into policy and its meta-level information dynamics; and that all research staff have interdisciplinary knowledge through an education programme.Tangible outcomes, potential users of the new science, its impact and measures of successUsers include (i) the private and public sectors using ICT to manage complex systems and (ii) researchers in ICT, CSS, and all complex domains. The tangible output of a call will be new knowledge on the nature of complex systems in general, new knowledge of the particular complex system(s) studied, and new knowledge of the fundamental role played by ICT in the research and implementation to create real systems addressing real-world problems. The impact of the call will be seen through new high added-value opportunities in the public and private sectors, new high added-value ICT technologies, and new high added-value science to support innovation in ICT research and development. The measure of success will be through the delivery of these high added-value outcomes, and new science to better understand failures

Complexity and Innovation in Business Systems with Focus on Transitional Countries

This paper is a review from a business analyst’s perspective of innovation and complexity concept and their impact upon the paths of business systems and organisations as wholes. Its task is also to catalyse a broader discussion on innovation segment that is by itself complex and its importance to business in a growing complex environment. The argument is that innovations should be the main driving force of business and other social systems due to their path-dependent and positive feedback features that provide for faster growth. Innovation is not limited solely to businesses and should also be viewed in respect to other social (public) systems whose segment often lack innovative approach. Innovation may be found to possess emergent properties like other events that appear in social systems that influence their change and adaptation. It determines path-dependency of such systems because it is considered an event arising early in the history of the system that determines its ultimate end state. Thus, understanding, managing and accepting innovations and its importance is crucial for recognition of complex processes of path-creation, dependence and emergence of forces that drive social systems. Viewed from aspect of transitional countries, it is crucial for judging the future stability of their social entities striving for development and recognised change