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NYC Lean Kanban Meetup - Presentation October 28, 2015 - Jocko Selberg What do we really mean when we say that a problem is "complex"? Do we simply mean to say that a given problem is extremely complicated, or are complex problems something fundamentally different? We typically assume we are operating in a deterministic, ordered system where we can identify a cause and effect relationship, when in actuality we are often operating in a non-deterministic complex system, where these relationships can not be known in advance, if at all. How can we sense which context we are operating in and how might we act under varying degrees of uncertainty. Complexity Theory is a term used to describe a field that is focused on the study of complex systems. Complexity science is not a single theory— it encompasses multiple theoretical frameworks, seeking answers to some of the fundamental questions about continuously changing, dynamic systems. Cynefin is a framework developed by Dave Snowden and Cognitive Edge which seeks to helps us "make sense of the world, such that we can act in it". By understanding the fundamental differences between directed (ordered) systems and emergent (unordered) systems, we can modify our approach to match the context of the problem we are facing. The Cynefin framework takes a science based approach to dealing with critical business issues, drawing from anthropology, neuroscience and complex adaptive systems theory to improve decision making. Complexity Theory and Cynefin have an undeserved reputation for being difficult to grasp. In this introductory talk we will break down these approaches so that we can effectively use them to help us to better act under conditions of uncertainty. About Jocko Selberg Jocko Selberg is currently a Project Manager for The Nielsen Company with over 15 years experience in the interactive industry. He is a non-sectarian agilist and does not own a TV.
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NYC Lean Kanban Meetup - Presentation October 28, 2015 - Jocko Selberg What do we really mean when we say that a problem is "complex"? Do we simply mean to say that a given problem is extremely complicated, or are complex problems something fundamentally different? We typically assume we are operating in a deterministic, ordered system where we can identify a cause and effect relationship, when in actuality we are often operating in a non-deterministic complex system, where these relationships can not be known in advance, if at all. How can we sense which context we are operating in and how might we act under varying degrees of uncertainty. Complexity Theory is a term used to describe a field that is focused on the study of complex systems. Complexity science is not a single theory— it encompasses multiple theoretical frameworks, seeking answers to some of the fundamental questions about continuously changing, dynamic systems. Cynefin is a framework developed by Dave Snowden and Cognitive Edge which seeks to helps us "make sense of the world, such that we can act in it". By understanding the fundamental differences between directed (ordered) systems and emergent (unordered) systems, we can modify our approach to match the context of the problem we are facing. The Cynefin framework takes a science based approach to dealing with critical business issues, drawing from anthropology, neuroscience and complex adaptive systems theory to improve decision making. Complexity Theory and Cynefin have an undeserved reputation for being difficult to grasp. In this introductory talk we will break down these approaches so that we can effectively use them to help us to better act under conditions of uncertainty. About Jocko Selberg Jocko Selberg is currently a Project Manager for The Nielsen Company with over 15 years experience in the interactive industry. He is a non-sectarian agilist and does not own a TV.
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Complexity and the Nexus of Leadership This page intentionally left blank Complexity and the Nexus of Leadership Leveraging Nonlinear Science to Create Ecologies of Innovation Jeffrey Goldstein, James K. Hazy, and Benyamin B. Lichtenstein complexity and the nexus of leadership Copyright © Jeffrey Goldstein, James K. Hazy, and Benyamin B. Lichtenstein, 2010 All rights reserved. Cover image courtesy of James K. Hazy. First published in 2010 by PALGRAVE MACMILLAN® in the United States - a division of St. Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Where this book is distributed in the UK, Europe and the rest of the World, this is by Palgrave Macmillan, a division of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries. ISBN: 978–0–230–62227–2 Library of Congress Cataloging-in-Publication Data Goldstein, Jeffrey, 1949– Complexity and the nexus of leadership : leveraging nonlinear science to create ecologies of innovation / Jeff Goldstein, James K. Hazy, and Benyamin B. Lichtenstein. p. cm. Includes bibliographical references and index. ISBN 978–0–230–62227–2 1. Leadership. 2. Organizational change. 3. Organizational effectiveness. 4. Complexity (Philosophy) I. Hazy, James K. II. Lichtenstein, Benyamin B. III. Title. HD57.7.G66396 2010 303.3′4—dc22 2009044862 Design by Integra Software Services First edition: June 2010 10 9 8 7 6 5 4 3 2 1 Printed in the United States of America. Contents List of Table and Figures vii 1 Introduction: A New Science of Leadership 1 2 Creating Ecologies of Innovation 19 3 Leadership in the Cusp of Change 47 4 Leading Emergence 75 5 Experiments in Novelty 101 6 The Innovative Power of Positive Deviance 125 7 Leading Through Smart Networks 147 8 Applying Generative Leadership to Your Organization 177 Bibliography 199 Index 207 This page intentionally left blank List of Table and Figures Table 3.1 Criticalization—What to Look for 50 Figures 1.1 Scientific and Mathematical Fields Making Up Complexity Science 7 3.1 Stylized Conceptual Model of an Attractor 59 3.2 Emergence of a New Attractor 62 3.3 Two Pathways for Attractor Change 70 7.1 Network Structure of the Human Cerebral Cortex 158 7.2 A Version of Holley’s Smart Network-Multi-hub/ Periphery Networks 162 7.3 Stylized “Large Network” 165 7.4 Making the “Large” World “Smaller” 165 7.5 Social Network of Hospital Units before the Advent of a PD Program to Inhibit the Spread of MRSA 167 7.6 The More Connected Network Topology after the PD Intervention 168 This page intentionally left blank C h a p t e r 1 Introduction: A New Science of Leadership During the initial panic of .
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