Thinking Complexity

Curriculum

4 Sections
36 Lessons
30 Hours

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Chapter 1 - Introducing complexity
Hello everybody! Welcome to the first chapter of our “thinking complexity” class. In this chapter we will be looking at what we mean by complexity, why we sometimes have so much trouble dealing with it and how a systems perspective can help us better comprehend complex situations. As we go we will speak a little latin, discover the butterfly effect and meet a French philosopher and an English scientist. Let's get to it :)
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Chapter 2 - Thinking in systems
Welcome to chapter 2. In this chapter you will learn more about feedback: a key concept in systems and complexity theory. We will see that many natural, social and business phenomena are driven by reinforcing and balancing feedback. We wrap-up the chapter with a case study on obesity. Unit 8 explains how you can use free online software to tell and share the systemic story of a complex situation. Throughout the chapter we will talk about fashions, swarms and stampedes, we will play checkers and boil a frog. Sounds interesting? Let's get started :)
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Chapter 3 - Mapping the dynamics of complexity
Welcome to chapter 3. In this chapter we will study accumulations and non-linear relationships in complex systems. We explore how they contribute to both the speed of change over time and the unexpected and often frustrating behaviors we observe in complex situations such as thresholds and tipping points. Bonus unit: Unit 4 explains how you can use free online software to simulate the behavior of a complex situation. This unit is optional. At the end of the chapter we look at the complex problem of climate change. Let's get started!
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Chapter 4 - Living with complexity
Welcome to chapter 4 There is a common adage that “History does not repeat itself, but it rhymes”, and this is also true of systemic structures. Did you know that the structure that underlies a school yard fight is similar to that behind a commercial price war or an armed conflict between two nations? We will see that there are a small number of systemic stories that can be found at work in a number of different situations in the real world. They will help us quickly understand a complex situation and find leverage points. We will also learn why management thought needs to evolve and move into the systems age. Along the way we will visit Rome, the South China Sea, Greece and Wall Street. Let's get to it!
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4.6 Thinking complexity for managers

Key points

Throughout time and cultures men and women have developed ideas and practices for organizing and managing people and resources.
Managers need management tools, and management tools must be continually appraised and improved to serve management.
The roots of modern management thought can be found in the work of those who sought to solve problems that arose out of the industrial revlolution.
We are shifting from a Machine Age to a Systems Age as today’s problems cannot solve problems within the current world view.
A systems perspective sees organizations, such as a company or an economy as complex adaptive systems of agents in interaction that learn from their experiences and generate new responses.
Complex adaptive systems share three characteristics : evolution, aggregate behavior, anticipation.
Managing in complex adaptive systems involves recognizing and accepting their inherent unpredictability and favoring improvisation, experimentation, trial and error and self-organisation.
Managers need to deal with the concurrent demands of execution and adaptation

1. Watch the video

2. Study the lesson readings

How to make a collective impact. A short text on a collective approach to working on complex social problems.

Additional materials

Video sources and bibliography. The web sites, attributions and sources cited in the video “Thinking complexity for managers”.
The video transcript.

Quiz 4.5

Thinking Complexity

Curriculum

4.6 Thinking complexity for managers

4.6 Thinking complexity for managers

Key points

1. Watch the video

2. Study the lesson readings

Additional materials

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