Management 3.0 Module: Complexity Thinking
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Management 3.0 Module: Complexity Thinking
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You cannot manage complex human dynamics with frameworks
Complexity Thinking Module
Home » Modules » Complexity Thinking
This module is about how to deal with increased complexity in a VUCA (Volatility, Uncertainty, Complexity, Ambiguity) world. It as well contains the Management 3.0 Complexity Thinking Guidelines.
What will you learn?
* Why it is important to understand Complexity Thinking in a Management 3.0 context.
* What is reductionism and what are common mistakes when applying reductionism.
* What is a Complex Adaptive System, and examples of Complex Adaptive Systems.
* A complexity model to understand the differences states of a system, and how organizations fit in this model.
* How does VUCA relate to Complexity Thinking?
* The eight guidelines to deal with complexity.
* How to apply the eight guidelines in your organization.
* Understand you can’t control or use frameworks to manage complex systems.
You cannot control a complex system, but you have many options for guiding it.
What will we discuss in this module?
* What can go wrong if you don’t realize an organization is a complex adaptive system?
* A complex adaptive system is always part of a bigger system. What are the boundaries of your team?
* Can you manage or lead a complex adaptive system? What can the role of a manager or leader in a complex system be?
Click to enlarge the Complexity Thinking sketch notes
The Complexity Thinking module is part of the following workshops:
Foundation Workshop
Agility in HR Workshop
Good to know: Complexity Thinking is one of the foundation modules . Together with Management and Leadership it is illustrated in Martie’s legs.
Complexity Thinking Guidelines
* Address complexity with complexity
The brain is more complex than any other tool. To make sense of a complex thing, use storytelling, metaphors, visuals.
* Use a diversity of perspectives
Combining multiple incorrect views often results in a much better observation.
* Assume subjectivity and coevolution
When cause and effect are interdependent, resolve a situation by focusing on something else.
* Steal and tweak
We usually think of innovation as inventing new things, but we may be smarter to think of it as recombining old ones.
* Expect dependence on context
Be skeptical, because what worked in the past, or for others, is not guaranteed to work for you now.
* Anticipate, explore, adapt
Probe a situation by imagining improvements (anticipate), trying things out (explore), and responding to change (adapt).
* Shorten the feedback cycle
Systems with slower feedback cycles have higher extinction rates in changing environments. Iterate faster.
* Keep your options open
Prepare to be surprised.
*
*
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- We are offering inhouse & transformations programs to upskill your entire organization [direct]
- What is Management 3.0? [direct]
- Case Studies [direct]
- FAQ [direct]
- Join the Community [direct]
- Workshop Overview [direct]
- Content Modules [direct]
- Upcoming Workshops [direct]
- Global Facilitators [direct]
- Licensed Companies [direct]
- Get a Facilitator License [direct]
- Certifications [direct]
- Inhouse & Transformations Programs [direct]
- Training Consultancy License [direct]
- Company License [direct]
- Tools and Downloads [direct]
- Shop Games [direct]
- Login to Your Account [direct]
- Blog [direct]
- Podcast [direct]
- Search [direct]
- Home [direct]
- Management and Leadership [direct]
- Register Here! [direct]
- Terms Of Service [direct]
- Privacy Policy [direct]
- About us [direct]
- Contact Us [direct]
- Unofficial Chinese website [direct]
- Unofficial Japanese website [direct]
- Employee Engagement [direct]
- Delegation Skills [direct]
- Change Management [direct]
- Emotional Intelligence [direct]
- Diversity in the Workplace [direct]
- OKRs [direct]
- Feedback [direct]
- Agile Leadership [direct]
- Leadership Qualities [direct]
- Management Skills [direct]
- Mindful Leadership [direct]
- Servant Leadership [direct]
- Leading by Example [direct]
- Micromanagement [direct]
- Retrospective Ideas [direct]
- Psychological Safety [direct]
- Imposter Syndrome [direct]
- Team Agreements [direct]
- Buy Meddlers Game [direct]
- Buy Kudo Cards [direct]
- Buy Change Management Game [direct]
- Buy Moving Motivators Game [direct]
- Buy Delegation Poker Cards [direct]