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Managing the Complex is an ambitious title - and it would be an audacious one if we were not to begin with a frank admission: to date few to none of us have a skill set which includes managing the complex. We try various things, we write about others, and we wonder about still others. When a tool, perspective, or technique comes along which seems to evoke success, we emulate it probe it and recoil at the all too often admission that it was situation and context which afforded success its opportunity, and not some quality intrinsic to the tool perspective or technique. Indeed, if the study of complexity has done anything for managers, and for those who espouse managerial theory, it is in providing a ‘scientific foundation’ for the notion that context matters. Those who preach abstract ideas have then to reconcile themselves to the notion that situation and embodiment matters. Those who believe in strong causality and determinism are left to wrestle with the role of chance, uncertainty, and chaos. Those who prefer to argue that men move history are confronted with the role of environment and affordances, while those who argue the reverse are left to contend with charisma, irrationality of crowds, and the strange qualities we know as emotions. A series on complex systems has less ambitious goals to contend with than this. Such a series can deal with classifications, and categories, and speak of ‘noise’ as if it were not the central focus of the problem. Managing the complex is about managing ‘noise’ or perhaps we should say it is about ‘dealing with’ ‘accepting’ ‘making room for’ and ‘learning from’ ‘noise’. The articles in this volume and in volumes to come will each be considered as ‘noise’ by some and as ‘gems’ by others, but we hope that practicing managers and academics alike will find plenty of fuel to drive their personal explorations into understanding, and perhaps even managing, the complex.
"Malik demonstrates that management and management theory have strong foundations in systems science, and most specifically in a certain type of cybernetics of truly complex systems, of organismic, self-organizing, and evolving systems. This book provides the basics on how to create robust, functional, and sustainably viable systems. One of the reasons why it has become a classic on management cybernetics, now in its 11th edition, is that the strategies and heuristic principles of complexity management are still relevant - now more than ever."--Back cover.
Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processes—knowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The “intermediate outcomes” of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning.
This book contains all refereed papers accepted during the tenth edition of the conference that took place at the Cité Internationale Universitaire de Paris on December 12-13, 2019. Mastering complex systems requires an integrated understanding of industrial practices as well as sophisticated theoretical techniques and tools. This explains the creation of an annual go-between forum in Paris dedicated to academic researchers & industrial actors working on complex industrial systems architecture, modeling & engineering. These proceedings cover the most recent trends in the emerging field of Complex Systems, both from an academic and a professional perspective. A special focus is put on “Systems Engineering through the ages”. The CSD&M Paris 2019 conference is organized under the guidance of CESAM Community. It has been developed since 2010 by the non-profit organization CESAMES Association to organize the sharing of good practices in Enterprise and Systems Architecture and to certify the level of knowledge and proficiency in this field through CESAM certification.
New approaches are needed that could move us towards developing effective applicable intelligent systems for problem solving and decision making, One of the main efforts in intelligent systems development is focused on knowledge and information management which is regarded as the crucial issue in smart decision making support. The 14 Chapters of this book represent a sample of such effort. The overall aim of this book is to provide guidelines to develop tools for smart processing of knowledge and information. Still, the guide does not presume to give ultimate answers. Rather, it poses ideas and case studies to explore the complexities and challenges of modern knowledge management issues. It also encourages its reader to become aware of the multifaceted interdisciplinary character of such issues. The premise of this book is that its reader will leave it with a heightened ability to think - in different ways - about developing, evaluating, and supporting intelligent knowledge and information management systems in real life based environment.
This book is about dealing with messes. Sometimes known as 'wicked problems', messes (or messy situations) are fairly easy to spot:it's hard to know where to startwe can't define them everything seems to connect to everything else and depends on something else having been done first we get in a muddle thinking about them we often try to ignore some aspect/s of themwhen we finally do something about them, they usually get worse they're so entangled that our first mistake is usually to try and fix them as we would fix a simple problem.
First published in 1998, revised in 2021, this volume develops and tests an information-processing model of organization, within the context of the accession of a new generation of a production technology. The model conceptualizes organizations as systems which accomplish their objectives through the processing of information. The book begins with the conceptual basis of the theory, developing the fundamental concepts of information, information processing, and technology. The accession of an automatic avionics tester during the 1970s and 1980s is the change in production technology used to test the theory. The theory is tested by mapping and analysing performance with a three-wave longitudinal field experiment and objective performance measures in the workflow of a very complex system, the U.S. Navy’s avionics maintenance organization. The information processing capacity of the system is shown to be the primary determinant of system performance, with or without the use of information technology. Additional support for the theory comes from newer test and information technologies deployed in the 1980s and 1990s. Implications of this theory for current generations of test technology are provided in the final chapters, along with further development of the theory and its general application to many types of organizations.
The past decade has seen increasing focus on the importance of information and knowledge in economic and social processes, the so-called 'knowledge economy'. This is reflected in the popularity amongst practicing managers and organizational theorists of notions of learning, sense-making, knowledge creation, knowledge management and intellectual capital in organizations and more recently, of emotional intelligence as an important management skill. This insightful book: argues that the information processing view of knowledge creation held by systems thinkers is no longer tenable develops the alternative perspective of Complex Responsive Processes of relating, drawing on the complexity sciences as a source for analogies with human action places self-organizing interaction at the centre of the knowledge creating process in organizations. Learning and knowledge creation are seen as qualitative processes of power relating that are emotional as well as intellectual, creative as well as destructive, enabling as well as constraining, and the result is a radical questioning of the belief that organizational knowledge is essentially codified and centralized. Instead, organizational knowledge is understood to be in the relationships between people in an organization and has to do with the qualities of those relationships.
This unique title explores complex systems in clinical medicine and the subsequent implementation of that knowledge into practice. Written conversationally and as a reflection on the journey of learning about complex systems, the book explores how knowledge of these systems can be applied to four key roles in academic medicine: clinical practice, education, research, and administration. Further, this title emphasizes how gaining an understanding of complex systems can greatly help a physician deal with the many challenges found in academic medicine. Unlike other books on complexity in medicine, which tend to focus on only one aspect of the management of patients, Complex Systems in Medicine deals with the multifaceted roles of a physician. The approach in this book is uniquely qualitative rather than mathematical, and is written to make it not only of interest to physicians, trainees, and allied health providers, but also to make it more accessible to a non-medical audience. The inclusion of personal anecdotes by the author provides concrete examples of the application of knowledge of complex systems in academic medicine. A first-of-its-kind contribution to the literature, Complex Systems in Medicine: A Hedgehog’s Tale of Complexity in Clinical Practice, Research, Education, and Management is not only a novel reference for medical professionals, it is an accessible tool for the non-medical audience hoping to learn more about complex systems and their direct relevance to medicine, a field that deals with the infinite variety of humans and their ills. It illustrates the consequences of the interactive elements of patient care that make medicine both a science and an art.
In Complexity and Postmodernism, Paul Cilliers explores the idea of complexity in the light of contemporary perspectives from philosophy and science. Cilliers offers us a unique approach to understanding complexity and computational theory by integrating postmodern theory (like that of Derrida and Lyotard) into his discussion. Complexity and Postmodernism is an exciting and an original book that should be read by anyone interested in gaining a fresh understanding of complexity, postmodernism and connectionism.