Adaptive Management for Ecosystem Services at the Wildland-Urban Interface

Managing the wildland-urban interface (WUI) is a widely-recognized land use problem plagued by a fractured geography of land parcels, management jurisdictions, and governance mandates and objectives. People who work in this field have suggested a variety of approaches to managing this interface, from informal governance to contracting to insurance. To date, however, none of these scholars have fully embraced the dynamism, uncertainty, and complexity of the WUI — that is, its status as a complex adaptive system. In focusing almost exclusively on the management of this interface to control wildfire, this scholarship largely ignores the factor that rampant wildfire is itself the product of incursions into important ecosystem services on both sides of the interface. In many cases, people tend to expand out towards the wildland not just for economics (cheaper housing) but also because of a suite of ecosystem services that are readily accessible at the interface, including aesthetics, a cleaner environment, and recreational opportunities. As the wildfire problem amply demonstrates, these settlers then become upset when other aspects of ecosystem function invade their lives, but those invasions include not just wildfire disasters but also more pernicious problems such as diseases, allergens, and wildlife. As such, development at the WUI can create a multifaceted desire to control several undesirable aspects of ecosystem function while simultaneously promoting the ecosystem services that residents desire, complicating land use management on both sides of a line that is itself often moving or transforming into a transition or buffer zone. To focus solely on wildfire, in other words, may oversimplify an increasingly complex management problem with significant policy implications.While we cannot and will not attempt to resolve all of these policy issues in this article, we do propose that adaptive management may provide a mechanism for dealing with the complexity of managing changing ecosystem functions and services at the WUI, even when — and perhaps especially because — the private lands and wildlands are usually subject to different land use regimes. We begin with an overview of adaptive management, then discuss the hard but common case of fractured landscape management. We then explore the potential for adaptive management to help negotiate this fractured landscape in a changing world, starting with the classic issue of wildfire management but also suggesting possible expansions

A Complexity Science Based Approach to Programme Risk Management

Programme management has rapidly gained acceptance as a vehicle for achieving organisational strategic objectives and as a means of aligning projects with the overall strategy of the organisation. Managing programme risk poses challenges which are different from those in project management. Attempts to modify and apply project risk management techniques to programme risk management have experienced difficulties. The implications of the challenges of programme risk management extend beyond the tools and techniques. Recent research shows that that programme management is neither an extension, nor a scaled up version of project management. Philosophically, a paradigm shift from the predominantly mechanistic and reductionist mindset to a more appropriate paradigm based on complexity science and the theory of complex adaptive systems is required. This leads to the conclusion that the classic event based view of risk is inappropriate in modelling and analysing programme risk which need to be treated as holistic and dynamic

Analytics and complexity: learning and leading for the future

There is growing interest in the application of learning analytics to manage, inform and improve learning and teaching within higher education. In particular, learning analytics is seen as enabling data-driven decision making as universities are seeking to respond a range of significant challenges that are reshaping the higher education landscape. Experience over four years with a project exploring the use of learning analytics to improve learning and teaching at a particular university has, however, revealed a much more complex reality that potentially limits the value of some analytics-based strategies. This paper uses this experience with over 80,000 students across three learning management systems, combined with literature from complex adaptive systems and learning analytics to identify the source and nature of these limitations along with a suggested path forward

Infrastructure transitions toward sustainability: a complex adaptive systems perspective

To ensure infrastructure assets are procured and maintained by government on behalf of citizens, appropriate policy and institutional architecture is needed, particularly if a fundamental shift to more sustainable infrastructure is the goal. The shift in recent years from competitive and resource-intensive procurement to more collaborative and sustainable approaches to infrastructure governance is considered a major transition in infrastructure procurement systems. In order to better understand this transition in infrastructure procurement arrangements, the concept of emergence from Complex Adaptive Systems (CAS) theory is offered as a key construct. Emergence holds that micro interactions can result in emergent macro order. Applying the concept of emergence to infrastructure procurement, this research examines how interaction of agents in individual projects can result in different industry structural characteristics. The paper concludes that CAS theory, and particularly the concept of ‘emergence’, provides a useful construct to understand infrastructure procurement dynamics and progress towards sustainability

Complexity-based learning and teaching: a case study in higher education

This paper presents a learning and teaching strategy based on complexity science and explores its impacts on a higher education game design course. The strategy aimed at generating conditions fostering individual and collective learning in educational complex adaptive systems, and led the design of the course through an iterative and adaptive process informed by evidence emerging from course dynamics. The data collected indicate that collaboration was initially challenging for students, but collective learning emerged as the course developed, positively affecting individual and team performance. Even though challenged, students felt highly motivated and enjoyed working on course activities. Their perception of progress and expertise were always high, and the academic performance was on average very good. The strategy fostered collaboration and allowed students and tutors to deal with complex situations requiring adaptation

Managing in Uncertainty : Complexity and the paradoxes of everyday organizational life

© 2015 Chris Mowles. All rights reserved.The reality of everyday organizational life is that it is filled with uncertainty, contradictions and paradoxes. Yet leaders and managers are expected to act as though they can predict the future and bring about the impossible: that they can transform themselves and their colleagues, design different cultures, choose the values for their organization, be innovative, control conflict and have inspiring visions. Whilst managers will have had lots of experiences of being in charge, they probably realise that they are not always in control. So how might we frame a much more realistic account of what’s possible for managers to achieve? Many managers are implicitly aware of their messy reality, but they rarely spend much time reflecting on what it is that they are actually doing. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles engages directly with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership. Mowles argues that if managers proceed from the expectation that organizational life as inherently uncertain, and interactions between people are complex and often paradoxical, they start noticing different things and create possibilities for acting in different ways. Managing in Uncertainty will be of interest to practitioners, advanced students and researchers looking at management and organizational studies from a critical perspective