An artificial life approach to the origins of the genetic code

a very interesting approach to using embodiment as an explanatory principle for origins of life.

“A growing number of artificial life researchers propose that making progress on the problem of the origins of life requires taking seriously life’s embodiment: even very simple life-like systems that are spatially individuated can interact with their environment in an adaptive manner. This behavior-based approach has also opened up new perspectives on a related unsolved problem, namely the origin of the genetic code, which can now be seen as emerging out of iterated interactions in a community of individuals. Thus, artificial life demonstrates that the dominant scientific strategy of searching for the conditions of Darwinian evolution should be broadened to consider other possibilities of optimization.”

Release | Stakeholder Theory: A Luhmannian Perspective

Dr. Steffen Roth's avatarDr Steffen Roth

Valentinov V., Roth S., and Will M. G. (2018), Stakeholder theory: A Luhmannian perspectiveAdministration and Society, online first [SSCI 1.761, Scopus, CNRS***, ABS**, VHB**].

Abstract: We explore the cross-fertilization potential between stakeholder theory and Niklas Luhmann’s social systems theory. Social systems, such as corporations or nonprofits, are defined by complexity reduction and operational closure, which may render them insensitive to their environment and undermine their sustainability. This vision resonates with stakeholder theory’s arguments on the importance of the corporate responsiveness to stakeholder interests. The suggested common ground between the theories yields novel insights into key concepts of stakeholder theory such as the contrast between the jointness of stakeholder interests and trade-off thinking, the normativity of the stakeholder idea, and the meaning of corporate social responsibility.

Keywords: stakeholder theory, social systems theory, Niklas Luhmann, normativity, organizational multifunctionality.

Full article available for download here.

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Understanding Society blog: Downward causation

Tuesday, July 17, 2018

Downward causation

I’ve argued for the idea that social phenomena are generated by the actions, thoughts, and mental frameworks of myriad actors (link). This expresses the idea of ontological individualism. But I also believe that social arrangements — structures, ideologies, institutions — have genuine effects on the actions of individual actors and populations of actors and on intermediate-level social structures. There is real downward and lateral causation in the social world. Are these two views compatible?

I believe they are compatible.

The negative view holds that what appears to be downward causation is really just the workings of the lower-level components through their aggregation dynamics — the lower struts of Coleman’s boat (link). So when we say “the ideology of nationalism causes the rise of ultraconservative political leaders”, this is just a shorthand for “many voters share the values of nationalism and elect candidates who propose radical solutions to issues like immigration.” This seems to be the view of analytical-sociology purists.

But consider the alternative view — that higher level entities sometimes come to possess stable causal powers that influence the behavior and even the constitution of the entities of which they are composed. This seems like an implausible idea in the natural sciences — it is hard to imagine a world in which electrons have different physical properties as an effect of the lattice arrangement of atoms in a metal. But human actors are different from electrons and atoms, in that their behavior and constitution are in fact plastic to an important degree. In one social environment actors are disposed to be highly attentive to costs and benefits; in another social environment they are more amenable to conformance to locally expressed norms. And we can say quite a bit about the mechanisms of social psychology through which the cognitive and normative frameworks of actors are influenced by features of their social environments. This has an important implication: features of the higher-level social reality can change the dispositions and workings of the lower-level actors. And these changes may in turn lead to the emergence of new higher-level factors (new institutions, new normative systems, new social practices of solidarity, …). So enduring social arrangements can cause changes in the dynamic properties of the actors who live within them.

Could we even say, more radically and counter-intuitively, that a normative structure like extremist populism “generates” behavior at the individual level? So rather than holding that individual actions generate higher-level structures, might we hold that higher-level normative structures generate patterns of behavior? For example, we might say that the normative strictures of patriarchy generate patterns of domination and deference among men and women at the individual level; or the normative strictures of Jim-Crow race relations generate individual-level patterns of subordination and domination among white and black individuals. There is a sense in which this statement about the direction of generation is obviously true; broadly shared knowledge frameworks or normative commitments “generate” typical forms of behavior in stylized circumstances of choice.

Does this way of thinking about the process of “generation” suggest that we need to rethink the directionality implied by the micro-macro distinction? Might we say that normative systems and social structures are as fundamental as patterns of individual behavior?

Consider the social reality depicted in the photograph above. Here we see coordinated action of a number of soldiers climbing out of a trench in World War I to cross the killing field of no mans land. The dozen or so soldiers depicted here are part of a vast army at war (3.8 million by 1918), deployed over a front extending hundreds of miles. The majority of the soldiers depicted here are about to receive grievous or mortal wounds. And yet they go over the trench. What can we say about the cause of this collective action at a specific moment in time? First, an order was conveyed through a communications system extending from commander to sergeant to enlisted man: “attack at 7:00 am”. Second, the industrial wealth of Great Britain permitted the state the ability to equip and field a vast infantry army. Third, a system of international competition broke down into violent confrontation and war, leading numerous participant nations to organize and fund armies at war to defeat their enemies. Fourth, the morale of the troops was maintained at a sufficiently high level to avoid mass desertion and refusal to fight.  Fifth, an infantry training regime existed which gave ordinary farmhands, workers, accountants, and lords the habits and skills of infantry soldiers. All of these factors are part of the causal background of this simple episode in World War I; and most of these factors exist at a meso- or macro-level of social organization. Clearly this particular group of social actors was influenced by higher-level social factors. But equally clearly, the mechanisms through which these higher-level social factors work are straightforward to identify through reference to systems of individual actors.

Think for a minute about materials science. The hardness of titanium causes the nail to scratch the glass. It is true that material properties like hardness depend upon their microstructures. Nonetheless we are perfectly comfortable in attributing real causal powers to titanium at the level of a macro-material. And this attribution is not merely a way of summarizing a long story about the micro-structure of metallic titanium.

I’ve generally tried to think about these kinds of causal stories in terms of the idea of microfoundations. The hardness of titanium derives from its microfoundations at the level of atomic and subatomic causation. And the causal powers of patriarchy derive from the fact that the normative principles of partriarchy are embedded in the minds and behavior of many individuals, who become exemplars, enforcers, and encouragers of compliant behavior. The processes through which individuals acquire normative principles and the processes through which they behaviorally reflect these principles constitute the microfoundations of the meso- and macro-power of patriarchy.

So the question of whether there is downward causation seems almost too easy. Of course there is downward causation in the social world. Individuals are influenced in their choices and behavior by structural and normative factors beyond their control. And more fundamentally, individuals are changed in their fundamental dispositions to behavior through their immersion in social arrangements.

Source: Understanding Society: Downward causation

Systems Studio newsletter July 2018

[As usual, the excellent monthly newsletter from The Systems Studio]

Source: Top Inspiration, Events and News on Systems Change 

System change consulting skills programme | Health Education England

[Full disclosure – I offer this kind of thing too 🙂 Look good]

System change consulting skills programme

Healthcare leaders are increasingly required to facilitate transformational change in and across their system and organisations, often without power or authority.


The network of Northern Leadership Academies in the North East, North West and Yorkshire & Humber have collaborated to offer an in-place programme for leaders tasked with transformational change within the system. This programme has been designed to challenge and support leaders to develop their confidence, skills and mindset to work in a ‘change consultant’ capacity when engaging in organisational, cross-organisation and system change transformation and programmes of work.

Invitation to apply

Senior healthcare professionals working on a transformational change project or leading/supporting a strategic, complex system change are invited to apply. Alternatively, you may be a senior OD/HR or transformation professional working in and/or supporting others with transformational change projects? For example:

  • a clinician leading transformation programmes associated with The Sustainability Transformation Planning (STP) / Integrated Care Systems (ICS) / Accountable Care Organisation (ACS) new models of care, primary care home
  • a senior leader working to strategically transform their organisation.
  • a system change leader working across organisations
  • a senior OD/HR and transformation professional working in strategic OD

This programme will provide you with an intensive development experience designed to extend your confidence and skills to step into a system change leadership role utilising a system change consulting approach.

About the programme

The programme is highly experiential, using live, real time system transformation challenges experienced by participants. Learning is highly practical and can be readily applied between modules and in on-going work supported by a vibrant network of peer consultants.

Being an enabler and leader of transformational change across a system draws on a blend of relationally based consultancy skills, mindset, processes and techniques. How we connect with and relate to others impacts our ability to influence. Impactful and effective systems change agency isn’t simply about advocating a point of view, but rather how you choose to use your informal authority and presence to benefit the wider system.

The programme will help you to:

  • Be a confident, competent and courageous system change leader who can collaborate well, and influence system change and transformation ‘in place’ across your local healthcare system
  • Share the benefits of taking a more consultative and relationship-based approach to system-wide transformation, and follow a consultancy-led process
  • Have greater levels of self-awareness and a deeper understanding of how you impact others, how to use yourself more effectively to enable transformation and change, and identify your future development needs
  • Develop your perspective and mindset as to what creates successful transformation across the system and draw on a range of tools and approaches to assist you.
  • Identify how you could use your skills as a change leader and facilitator to work at a system level and support system-wide transformation outside your current organisation in the future.

There is an expectation that following the programme you will be more involved in working across your local healthcare system to support wider system transformation projects or work-streams.

Application process

Participation on the programme is dependent on a successful application , submitted by 25 July 2018. Participants should have ready opportunity for involvement in systems change/transformation projects

For further information contact leadershipenquiries.yh@hee.nhs.uk in the first instance.

Source: System change consulting skills programme | Health Education England

New article on entraining chaotic dynamics

woah… mind ‘splode.
literally… metaphorically.

“Use of Self as an Instrument of Change” Study – thanks to CoCreative Consulting newsletter, plus other links

Thanks to the excellent newsletter from the excellent CoCreative Consulting (The Work is Growing! News, resources, and tools for system change – have a look for much more on collaboration, systems change, and network building), I found this piece:

“Use of Self as an Instrument of Change” Study

Dr. Mee-Yan Cheung-Judge of Quality & Equality and Professor David W. Jamieson of the University of St. Thomas have released an intriguing new survey about how we as change leaders use ourselves intentionally as instruments of change. Although the research team is focused on the field of OD, we got permission to invite people who are leading and facilitating change in larger systems. With over 137 assessment items (the intent of the survey is to narrow their future inquiry), we found the survey to be a useful and compelling tool for self-reflection.To participate, you must have 5 or more years of OD practice experience, internally or externally, or 5 years of actively facilitating complex systems change. Find more information here

Also, (links with further info in newsletter link at top), two great visual pieces – agendas in collaborative innovation, and systems conditions guiding their (CoCollaborative) work:

Complexity Labs – The world of complex systems http://complexitylabs.io

http://complexitylabs.io

[Wow – can’t quite believe I’ve never linked to this before – but it seems even on https://syscoi.com/model.report/model.report/newest.html I didn’t pick this up. Got it thanks to the wonderful Human Current podcast: http://www.human-current.com/episode-089-nonlinear-systems-technology-with-complexity-labs]

Complexity Labs is an online platform for the research, education, analysis and design of complex systems.

300Video Lessons Available
11Users Per Month
92Video Lessons Delivered Per Month
2.1Total Video Lessons Delivered
List of subjects and glossary at http://complexitylabs.io/articles/

Systems Thinking

Critical Thinking

Network Theory

Systems Theory

Adaptive Systems

Emergence

Game Theory

Complexity Theory

Nonlinear Systems

Complexity Science

Social Complexity

Systems Ecology

Complexity Economics

Systems Design & Management

Systems Design

Complexity Management

Political Complexity

Health Systems

Design & Technology

Complex Technologies

Blockchain

Complex Analytics

Token Economics

Glossary

What’s normal for the spider is chaos for the fly. Power shift and co-production. #ChurchillFellowship Post 8

WhatsthePONT's avatarWhat's the PONT

Context is everything. Thanks to Beth Smith (@bethansmith93) for ‘what is normal to the spider is chaos to the fly’, which inspired the illustration above. The quote neatly describes the how different experiences of a situation (the context), can massively influence your feelings and also the decisions you make about the situation.

For the spider it’s ‘business as normal’. A calm and rational approach is the way to proceed. For the fly, its chaos. Total panic stations and doing anything to get yourself out of a dangerous situation. Calm and rational thinking is a long way off for the fly.

Beth used the quote at meeting of the Co-production Network for Wales (link here) and I think it is really effective at pointing out to the people who provide services (the doers), that ‘normal business’ might be experienced very differently (chaos) by the people who use the services (the…

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Creating containers and co-design: transforming collaboration Liz Weaver, Co-CEO, Tamarack Learning Centre

This paper was prepared for Tamarack’s Community Change Festival held in
Toronto, Canada from October 1-4, 2018. Learn more or to register visit:
http://events.tamarackcommunity.ca/community-change-festival

COLLABORATION AND COMPLEX PROBLEMS THE COLLABORATIVE PREMISE
It starts with collaboration. This is the coming together of two or more organizations to work collectively, share authority, decision-making and accountability to influence or resolve community opportunities or challenges. Collaboration is viewed as an opportunity for partners to create something new or scale up an existing approach together that might be impossible for a single organization to do on its own.
Collaboration has dominated the horizon of organizing for at least the last thirty years and perhaps longer. Funders have been encouraging and investing in organizations to collaborate to address complex community challenges. There are many reasons for collaboration to happen…

Continued in source: 

https://cdn2.hubspot.net/hubfs/316071/Resources/Publications/2018%20CCF%20Paper%20Creating%20Containers%20and%20Co-Design%20Paper%20Liz%20Weaver.pdf

How system thinking is killing your creativity – Our Future at Work – Medium

How system thinking is killing your creativity

an organization is not a system

The new open participatory organization (OPO) paradigm entails a move from thinking in terms of systems that can be “known” or “designed” or “intervened upon” by a person or persons who occupy a privileged position outside that system, to thinking in terms of complex responsive processes of human interaction. Since the 1940’s there have been different ways in which we came to think about organizations as systems. The early systems thinkers relied on cybernetic theories of regulatory feedback loops that were encountered or that could be designed inside the system to produce predictable outcomes. Today, cybernetics is still useful in creating operational frameworks where regulatory points function as reminders: what to measure, when to anticipate errors, when to test, how and when to review our work. Cybernetics works well inside closed operational systems that are simple and where results are reproducible.

Culture eats strategy for breakfast

However, whenever we are dealing with humans, complexity arises in the many many local interactions that take place between them in their ordinary everyday activities of organizational life. There is no “outside position” from which an individual or leader can take account of “the whole” and impose interventions on it. This is the meaning of the popular phrase Culture eats strategy for breakfast. Every attempt to control the complex responses of people in participation, only escalates complexity through other measures — adaptive push-back, gaming the system, deviant behavior, leveraging power, ranking and politicking strategies, obfuscations of all sorts, and the like.Furthermore, there is no way to align culture since culture is constituted by streams of values that are continuously shifting in every individual while simultaneously being negotiated among them. When people come together they spontaneously begin to accommodate, assimilate or reconcile power relationships that result from asymmetrical values, needs and skills. During this process, the field of participation continuously shifts from configuration to configuration, creating ever-more complex formulations of what it is to be an I,we, me or us. The notion of searching for fitness in a complex adaptive landscape readily comes to mind.

What “fitness” represents in this process of human interaction, is a coherence that is established when what it is to be I -me is generalized from the myriad particular instantiations that are possible within the context of individuals, into a imagined “whole” or “unity” that is experienced as we-us. This requires that both the autonomy of each individual — the felt sense of the I,accommodates a socially shared aspect — a role that functions as a me; and that this “me” is simultaneously assimilated by every other individual until the moment of reconciliation when the felt-sense of we-ness emerges as a shared reality. This we-ness can be further reified through shared narratives among the many, or rhetorical devices from the few, peer pressure and social anxiety, politics of exclusion and inclusion, and xenophobia and ethnocentric tendencies — to eventually construct a strong sense of an us which is dialectically opposed to a them. This is the point where group coherence — the lively, adaptive, responsive, creative and complex mode of collective participation — collapses into its invariant and pathological form, cohesion, an outcome of unconscious tendencies to concretize the I-me-we forming processes into abstract and invariant formulations of bounded wholes, with insides and outsides, strong delineations of inclusion and exclusion. It is at this point that the collective loses its capacity to authentically participate, and instead falls into paranoia, stasis, and group think that are key indicators of group cohesion. It is only in this state, where people begin to act more like programs than as authentic agents in a field of participation, that the manager can adopt the posture of “acting on” the collective from a privileged position where the manager is free to act, whereas everyone else is subject to interventions from “outside.” Except in extreme cases where either physical or psychological force is employed, the manager’s posture is merely an illusion, only made possible by the collusion of the collective, who, for reasons of their own, act along with the manager in sustaining a fiction that offers some convenience for everyone.

It is this convenience of human collusion, that we commonly call “the system.”

Source: How system thinking is killing your creativity – Our Future at Work – Medium

The Human Current podcast 090: Reclaiming Leadership for the Human Spirit with Margaret Wheatley

[I’ll mostly likely listen to this when it comes up in my podcast circulation, which could be two or three weeks or more – but I would really value any considered reflection and evaluation, since I am fascinated and a little uncertain about Wheatley’s approach. The quotes are ace!]

The Human Current Episode 90

Reclaiming Leadership For The Human Spirit

An Interview With Margaret Wheatley

Ep 90 meme (2).png

July 5, 2018

In this episode, Angie interviews best-selling author, speaker, teacher and formal leader, Margaret Wheatley. Meg talks in detail about her new book, Who Do We Choose To Be? Facing Reality | Claiming Leadership | Restoring Sanity, and reveals why she is so driven by her “unshakable conviction that leaders must learn how to evoke people’s inherent generosity, creativity, and need for community”. She also describes how leaders can experiment with complexity theory and systems thinking to better understand the role of emergence and interconnectedness in their work. Meg offers a powerful and thought-provoking message for courageous leaders of this time, calling on them to become “warriors for the human spirit”.


Show Notes


Quotes from this episode:

“We have to give up the paradigm of command and control, of treating people like machines, of denying the fact that people are creative and have deep inward motivation.” — Meg Wheatley   

“When people work within the complexity paradigm, you understand that life organizes without control there are dynamics and processes that lead to what Stuart Kauffman, the great complexity scientist said, ‘you get order for free’.” — Meg Wheatley

“My own work now is not in trying to shift the paradigm, but trying to wake up a few devoted, dedicated people to be leaders for this time, which means being warriors for the human spirit.”  — Meg Wheatley

“Claiming leadership for me is a conscious choice to step forward with courage, with a stable mind and in a community of other warriors so we can be a peaceful, thoughtful, discerning presence for others.”  — Meg Wheatley

“If you are really studying complexity theory and systems thinking, than you are being introduced into deeply spiritual recognition that the world is interconnected and everything depends on everything else.” — Meg Wheatley  

“What spirituality means for me is to recognize that I am a minor, modest participant in a very large mystery.” — Meg Wheatley

“Fritjof Capra—who is a dear colleague and friend—his work on living systems theory is the best that’s out there and I would urge any of your listeners who don’t know his work to go to fritjofcapra.net and see what he is offering these days.” — Meg Wheatley

“For me the most overarching, most profound learning I ever got from complexity science was about emergence, and that’s what we are living with right now.”  — Meg Wheatley

“This process of adapting as you go is what we humans have completely lost sense about, we just plunge ahead, but every other living system on the planet uses it’s intelligence, uses it’s sensing to take in information from the environment. They have a fundamental freedom in that they can decide what to notice and then they can decide how to respond to what they’ve noticed.”  — Meg Wheatley

“There is no real boundary between an organism and its environment. It’s just a constant energy flow and it’s a constant exchange of information and the organism adapts.” — Meg Wheatley  

“One of our fundamental flaws is that we believe evolution is a synonym for progress and it’s not.” — Meg Wheatley

“We keep trying to change the overall culture, which is always an emergent phenomenon, by working backwards, by changing the parts, but it doesn’t work that way, life doesn’t change that way.” — Meg Wheatley

“If we understood emergence, we would understand our work better because so many of us, myself included until about 8 years ago, were totally focused on changing large systems in order to change the world. The world needs changing but these large systems are emergent phenomenon, they cannot be changed.”  — Meg Wheatley

“If we all become more reflective, we would all become much better equipped to be of service to this time and we would be much more content. It’s the franticness, the rushing around and the withdraw from one another that is really creating this disastrous time for the human spirit.” — Meg Wheatley    

“Because we are all interconnected, we are seeing things differently, so of course we are going to be in conflict.” — Meg Wheatley (quote not in recorded episode)

 

Resources from this episode:

 Meg's most recent book

Meg’s most recent book

Meg is also the co-founder and President of the Berkana Institute

She will be teaching a leadership course at Cape Cod Institute July 23 – 27 2018. This course will be “a five-day exploration to discern the contributions we choose to offer as leaders of organizations, communities, and families — for this time.”

Source: Episode 090 Reclaiming Leadership for the Human Spirit with Margaret Wheatley — HumanCurrent

Which significant bodies have made a solid case for systems thinking?

A friend of a friend is facing some push-back on the status of systems thinking as compared e.g. to managemen, psychology, other organisational thinking. This could potentially have impacts on her immediate career prospects.

So we are looking to create a collection of high profile organizations who have stated that we need more systems/holistic/joined-up/integrated/etc. thinkers to solve world problems.

Ellen Lewis contributed three stonking examples:

1. 2017, UN Chief Executives’ Board for Coordination described systems thinking as a “key way of working” and an essential “leadership characteristic” needed to respond to the “interconnectedness and indivisibility” of the United Nations’ 2030 Agenda for Sustainable Development and its 17 Sustainable Development Goals (SDGs).

United Nations Chief Executives Board for Coordination, 2017
First regular session of 2017, summary of deliberations
Added to Library: 30 Jun 2018Last Updated: 02 Jul 2018

2. In 2018, the Governance Directorship of the OECD declared that “the time for piecemeal solutions in the public sector is over” and they recommended the use of systems thinking to instigate innovative solutions to cross-cutting and complex issues.
Governance Directorate of the OECD
Embracing Innovation in Government
Global Trends 2018

Click to access embracing-innovation-in-government-2018.pdf

3. The International Council for Science (ICSU), which reports to the UN, has released a report saying that a massive shift towards systems thinking for coordinating the SDGs is needed. This report is more systems-focused than any I have seen before, and ICSU are putting their money where their mouths are: they are integrating themselves with the Social Science equivalent body, to have a more systemic approach themselves.

Click to access Science-and-Technology-Major-Group-Position-paper-HLPF-2018.pdf

And I came up with (clearly linked to (2) above):
4. OECD-OPSI (Observatory of Public Sector Innovation) said this strongly:

Click to access SystemsApproachesDraft.pdf

https://oecd-opsi.org/scotland-improves-national-performance-with-systems-approach/
https://oecd-opsi.org/good-news-systems-change-in-the-public-sector-is-possible-2/
https://oecd-opsi.org/taking-the-systems-work-forward-workshop-for-senior-slovenian-officials/

5. Paulibe Roberts (who has featured here more than once as www.systemspractitioner.com) adds the World Health Organisation: www.who.int/alliance-hpsr/resources/9789241563895/en/

Any more for any more?

About Us – North Camden Zone for Children & Young People

Our Mission

A third of children in North Camden are living in poverty. We want to improve the life outcomes for all children and young people growing up in North Camden. We will optimise the conditions for citizens and professionals to achieve systems change and co-create a better future for the current and the next generation.

Our Aim

We want to build a movement of people that live, work and play, who are passionate about wanting to improve the lives of children in Camden, and have a shared vision and purpose to create sustainable change in North Camden. We want to build an active network of changemakers who want to work together differently.

Our Approach

Our work will be underpinned by systems change theory.

Poverty is a complex social problem that requires a radically different way of working. In order to understand and achieve change we need to look at the whole picture.

We need to understand how the systems are organised and interconnected.

There are many services, agencies and organisations working with and for children, young people and families in Camden doing valuable work and delivering positive outcomes. However, the way the system is structured is perpetuating economic inequality, poorer life outcomes and fewer opportunities for some of the children, young people and families living in Camden.

In order to improve the life chances of all children, young people and families, community members and professionals need to commit to taking collective responsibility and action to enable positive change. We need to take a step back, listen to the community, understand what needs to be improved, identify where intervention is most needed and better align how we all work together as a whole system.

Children, young people and families are also actors within the system who need to be at the centre of how we understand and co-design new ways of working. They are the experts with lived experience.

North Camden Zone uses an asset based community development approach. We support communities to release their potential, engage in social action and support one another. We will also work with partner organisations to broker their support and unlock the physical and resource assets in the Camden to benefit the community, and support local innovation.

See more in source: About Us – North Camden Zone for Children & Young People

The Vermont Complex Systems Center



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Vermont Complex Systems Center

at the University of Vermont


Who we are:

A postdisciplinary team of faculty and students working at the University of Vermont on real-world, data-rich, and meaningful complex systems problems of all kinds.


What we do:

Describe, Explain, Create, Share

Our ethos: Play


Our mission:

To help people and their communities flourish at all scales through research and education about complex systems.


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Research into Interesting Things



We work on many interesting things. And we’ll list them here. But not yet.



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Scales of Learning




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Source: The Vermont Complex Systems Center

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