Movement Building and Campaigns Lead (full-time/part-time) – finance innocation lab

Movement Building and Campaigns Lead (full-time/part-time) – Finance Innovation Lab – Applied

Movement Building and Campaigns Lead (full-time/part-time, permanent) https://financeinnovationlab.org/careers/

Apply by noon on 2 June 2021

We’re looking for a Movement Building and Campaigns Lead to develop our programme to grow purpose-driven finance, building the financial system of the future – one that puts people and planet first.

To truly transform the financial system, we need financial organisations that put social and environmental purpose at the centre of their mission, not profit. This role will develop our campaign to rapidly scale up the exciting ecosystem of organisations that do this already so that they become the mainstream. They will work with our dynamic community of purpose-driven finance leaders to overcome regulatory and policy barriers, change public perceptions, and help them work together to change the financial system for good.

As Movement Building and Campaigns Lead you will build on strong foundations, a dynamic community and great collaborative relationships, and will inject energy, new ideas and drive to create meaningful change.

Find out more and apply here: https://app.beapplied.com/apply/lorp4crcxn

Movement Building and Campaigns Lead (full-time/part-time)

Finance Innovation Lab

• Salary: Salary range: £40,480 to £50,600 p.a. pro rata (depending on relevant experience) + benefits
• Location: London / flexible within the UK
• Role posted – 1:08pm, 8th Apr 2021 BST

Job Description

About the Lab

The Finance Innovation Lab is a UK charity working to transform the financial system for people and planet.

Dysfunctions in the financial system lie at the root of many of today’s challenges, from climate change and economic crises, to poverty, marginalisation, and inequality.

We believe it doesn’t have to be this way. 

We work for deep, lasting change to the financial system to make it democratic, sustainable, just and resilient.  

We create this change by building the power of a community of systems-changemakers and developing ambitious initiatives that transform the financial system for people and planet.

This role will head our programme to build the financial system of the future, today. 

About the role

To truly transform the financial system, we need financial organisations that put social and environmental purpose at the centre of their mission, not profit. You will develop our campaign to rapidly scale up the exciting ecosystem of organisations that do this already so that they become the mainstream. You will work with our dynamic community of purpose-driven finance leaders to overcome regulatory and policy barriers, change public perceptions, and help them work together to change the financial system for good. 

As Movement Building and Campaigns Lead you will build on strong foundations, a dynamic community and great collaborative relationships, and will inject energy, new ideas and drive to create meaningful change.

In this role you will:

• develop the Lab’s programme to grow purpose-driven finance to help build the financial system of the future, that puts people and planet first. You will work with leaders in the field and allies to grow the scale and impact of financial organisations that have a social and environmental mission, supported by purpose-driven models of governance, ownership, leadership and culture. 
• devise an effective strategy for systems change, working to remove key barriers to growth of purpose-driven finance. This could include raising public awareness, tackling the power of the mainstream status quo, and changing government policies. 

Some key activities in this role are to:

• drive the Lab’s strategy to grow purpose-driven finance, including developing our campaigns to change public perceptions, remove regulatory barriers, and tilt the playing field towards purpose. 
• build alliances and coalitions with leaders in the field, experts and allies.
• grow your programme, including identifying funding targets, developing new initiatives, tracking the impact of your work, and recruiting new members of staff.
• support the Lab’s other exciting programmes, including helping design a Fellowship programme to support the leadership and organisational development of purpose-driven financial organisations. 

This is a new role, and we are open to discussion about what the best job title should be.

Working with us

The Lab aims to embody the kind of organisations we think should be the norm – fully human, collaborative and compassionate. Working at the Lab will feel like a mix of work, play and vocation. You’ll build relationships with colleagues you respect and admire and who feel the same way about you. You’ll feel part of a broader community of inspiring change-makers.

We are committed to: 

• flexible working arrangements – time and location (see also below). This is a full-time role, but we are open to applications from those looking to work from 0.6 FTE to 1.0 FTE (21-35 hours per week), or job-sharing applications.
• investing in personal growth – everyone has a £1,000 p/a training budget, an average of 1 day a month to complete learning, plus up to eight days per summer to complete a specific learning project.

You will also get a 5% pension contribution and 25 days holiday (+ public holidays).

A bit more on location: This role is UK-based but does not need to be London-based – but you should expect to travel to our office in London 1-2 times a month if needed.

The team will be working remotely until at least July due to Covid-19 restrictions. Longer-term, we’re expecting to spend at least 50% of our time working from home – but that can flex depending on the needs of each role and individual.

We can only accept applications from those with the right to work in the UK.

Si London Hub Launch

Si London Hub Launch – YouTube

source:

Nonlinear and Complex Physics Group – YouTube

WATCH LATERADD TO QUEUE

Mike Jackson In Conversation With Jean Boulton

160 views1 week ago18:38NOW PLAYING

Kosheek Sewchurran In Conversation With Jean Boulton

10 views2 weeks ago29:47NOW PLAYING

Michael Batty In Conversation With Jean Boulton

92 views1 month ago23:32NOW PLAYING

Danny Burns In Conversation With Jean Boulton

18 views1 month ago18:45NOW PLAYING

Complexity & the Social World – Chris Mowles in conversation with Jean Boulton

50 views1 month ago

source (h/t Arthur Battram):

Kevin Kelly Blog: Out of Control, The Illustrated Edition

Out of Control, The Illustrated Edition

My first book, Out of Control, still in print from Amazon and available online in full text since 1995, was always imperfect in my eyes. I had wanted to fill it with illustrations. But it was so large (230,000 words) and so overdue (by years), that illustrating it in detail was never feasible. Among the illustrations I had hope to include were photographs of the folks I interviewed, of which I had captured many.

Reading a book on a website is not ideal, so I am happy to announce that I am releasing a PDF version of Out of Control. This is a free PDF which also has the option of displaying contextual ads if you want to see them. See my earlier experiment with this Adobe/Yahoo program for full details on how it works, but briefly it goes like this: if you have Acrobat Reader 9 you can opt in to allow context appropriate ads delivered by Yahoo to appear adjacent to the pages of the book. If readers click on the ads, I share some small fractional revenue, just as I do on my website ads. You won’t see these small text ads off to the side unless you opt in via the dialog boxes on opening the file.

The PDF version of Out of Control is the full book, with the full annotated bibliography, redesigned with new subheads not present in the book, new Table of Contents, and lots of color photos of the scientists I spoke to. Some like Rod Brooks, Marvin Minsky, Danny Hillis, and Ted Nelson are more well known now than back then. They all look so young!  I wish I could have added all the other graphic material I had on hand then but that is a job too big to redo now.

In many ways, this version is better than the book. It is searchable, it has color illustrations, it has better navigation, it is free, and it has surprising contextual ads, which I find interesting.

It is still not perfect. To be an ideal book, it should have tons of charts and diagrams, and the text should be massively hyperlinked, and the bibliography linked to Amazon.

continues and with link in ource – Out of Control, The Illustrated Edition

Kevin Kelly Blog: Out of Control, The Illustrated Edition

Title:  The cybernetics of language Authors:  Pedretti, Annetta Issue Date:  1981

Brunel University Research Archive: The cybernetics of language

pdf (286 pages)

Click to access cont_convers.pdf

Continuing the Conversation

A Newsletter on the
Ideas of Gregory Bateson

Issues number 1–7 and 19–24

A Newsletter of Ideas in Cybernetics

Issues number 8–18

This newslett er features numerous signifi cant contributions related to Gregory Bateson, Cybernetics and Perceptual Control Theory.

Reprint / Copyright notice

Due to the historic signifi cance and educational value of the discussions embodied in Continuing the Conversation, all issues (#1, Spring 1985 through #24, Spring 1991) have been recreated complete by Dag Forssell in 2009. This newslett er is now available free to anyone interested. It was published in an era when agreements between authors and the newslett er editor/publisher were very informal. The original consent to publish contributions in the printed newslett er can be construed as extending to this complete digital reprint, but in the spirit of the copyright statements embodied in the newslett er, major contributors have been contacted for agreement where possible. The dozen who have responded have all been enthusiastic in their approval. In case of concern, contact Dag Forssell . posted at www.pctresources.com and www.asc-cybernetics.org

AN INTELLECTUAL HISTORY OF THE SCHOOL FOR DESIGNING A SOCIETY – ROBERT WHITE SCOTT (2011)

DISSERTATION
Submitted in partial fulfillment of the requirements
for the degree of Doctor of Philosophy in Educational Policy Studies
in the Graduate College of the University of Illinois at Urbana-Champaign, 2011

Some very interesting ‘intellectual history’ of cybernetics too – from the immortal line ‘Humberto Maturana did not attend’ to the presence of Werner Erhard AND James G. Miller AND a mime troupe at an ASC conference…

pdf

http://citeseerx.ist.psu.edu/viewdoc/download;jsessionid=1656A160AC5CB489D3BCEEEF5FC70C5A?doi=10.1.1.530.121&rep=rep1&type=pdf

General complexity A philosophical and critical perspective June 30, 2018 · Philosophy Print ArticleCitationPDF, XML Email Authors Minka Woermann Oliver Human Rika Preiser

General complexity – Emergence: Complexity and Organization

General complexity

A philosophical and critical perspective

June 30, 2018 

Authors

• Minka Woermann
• Oliver Human
• Rika Preiser

Abstract

In this paper we argue that a rigorous understanding of the nature and implications of complexity reveals that the underlying assumptions that inform our understanding of complex phenomena are deeply related to general philosophical issues. We draw on a very specific philosophical interpretation of complexity, as informed by the work of Paul Cilliers and Edgar Morin. This interpretation of complexity, we argue, resonates with specific themes in post-structural philosophy in general, and deconstruction in particular. We argue that post-structural terms such as différance carry critical insights into furthering our understanding of complexity. The defining feature that distinguishes the account of complexity offered here to other contemporary theories of complexity is the notion of critique. The critical imperative that can be located in a philosophical interpretation of complexity exposes the limitations of totalising theories and subsequently calls for examining the normativity inherent in the knowledge claims that we make. The conjunction of complexity and post-structuralism inscribes a critical-emancipatory impetus into the complexity approach that is missing from other theories of complexity. We therefore argue for the importance of critical complexity against reductionist or restricted understandings of complexity.

ESSENTIAL BALANCES

The Book

Leading, managing, and changing organizations is hard. And it’s made harder by the constant whirl of new methods and models. What if there were a way of understanding and improving organizations that was timeless and fundamental? A way of seeing and acting that transcended the passing fads and fashions? GET THE BOOK

ЕSSENTIAL BALANCES

Book website now live!

Effects of Conscious Purpose on Human Adaptation 1968 by Gregory Bateson

Effects of Conscious Purpose on Human Adaptation

Conscious Purpose in 2010: Bateson’s
Prescient Warning
Phillip Guddemi*
Bateson Idea Group, Sacramento, CA, USA

https://onlinelibrary.wiley.com.sci-hub.se/doi/abs/10.1002/sres.1110

RAGNAR ROKR: THE EFFECTS OF CONSCIOUS PURPOSE ON HUMAN ADAPTATION [211]

Warren McCulloch

https://journal.emergentpublications.com/article/ragnar-rokr-the-effects-of-conscious-purpose-on-human-adaptation-211/

EMERGENCE: COMPLEXITY & ORGANIZATION

– Emergence: Complexity & Organization

MERGENCE: COMPLEXITY & ORGANIZATION

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Aims and Scope

Emergence: Complexity & Organization (E:CO) is an international and interdisciplinary conversation about human organizations as complex systems and the implications of complexity science for those organizations. With a unique format blending the integrity of academic inquiry and the impact of business practice, E:CO integrates multiple perspectives in management theory, research, practice and education. E:CO is a quarterly online journal published (also available in print) by Emergent Publications in accordance with academic publishing standards and processes.

Intellectual ecology

E:CO’s niche is the opportunity to bridge three gaps:

• The distance between academic theory and professional practice;
• The space between the mathematics and the metaphors of complexity thinking; and,
• The disparity between formal idealizations and actual human organizations.

Organizations of all kinds struggle to understand, adapt, respond and manipulate changing conditions in their internal and external environments. Approaches based on the causal, linear logic of mechanistic sciences and engineering continue to play an important role, given people’s ability to create order. But such approaches are valid only within carefully circumscribed boundaries. They become counterproductive when the same organizations display the highly reflexive, context-dependent, dynamic nature of systems in which agents learn and adapt and new patterns emerge. The rapidly expanding discussion about complex systems offers important contributions to the integration of diverse perspectives and ultimately new insights into organizational effectiveness. There is increasing interest in complexity in mainstream business education, as well as in specialist business disciplines such as knowledge management. Real world systems can’t be completely designed, controlled, understood or predicted, even by the so-called sciences of complexity, but they can be more effective when understood as complex systems. While many scientific disciplines explore complexity through mathematical models and simulations, E:CO explores the emerging understanding of human systems that is informed by this research. Engineered and emergent views of human systems can coexist, creating a useful tension that drives organizational evolution. However, neither academics nor practitioners can leverage complexity alone. Academic discussions about complexity are often biased towards quantitative research and mathematical models that are inappropriately prescriptive for systems comprised of actors endowed with free will, who are simultaneously part of and aware of the system. The metaphors of complexity have a usefulness of their own as well, but too often they are applied without adequate reference to the mechanisms, models and mathematics behind them.

Content in context

Readers of E:CO are managers, academics, consultants and others interested in developing and applying the insights of complex systems theories and models to analysis and management of private-, public- and social-sector organizations and applying insights derived from organizational experience to understanding complex systems theories.

E:CO encourages multidisciplinary contributions from all sectors of social and natural sciences and all sectors of organizational practice. The journal’s unique format presents both reviewed and non-reviewed content from three overlapping sources. Peer-reviewed articles are at the heart of our content, but with an emphasis on communicating across boundaries. Academic articles pass double-blind reviews by two academics and one practitioner. When subject matter is theoretical or reporting research findings, authors will be encouraged to discuss practical implications of the ideas. Similarly, practitioner articles also will be double-blind reviewed by two practitioners and one academic. When appropriate, authors will be encouraged to connect to theory or research that has either already been done or needs to be done.

Additional non-reviewed content includes feature articles, essays, profiles, conversations and conference summaries, as well as news, commentary, book reviews, etc. Each article is clearly tagged according to which path it took to publication. E:CO incorporates Emergence, originally published by the Institute for the Study of Coherence and Emergence (which closed down in Dec 2018).

Scope and aims

The emerging theory of complex systems research has resulted in a growing movement to reinvigorate management. Theory, research, practice, and education can all benefit by adopting a more dynamic, systemic, cognitive, and holistic approach to the management process. As interest in the study of complex systems has grown, a new vocabulary is emerging to describe discoveries about wide-ranging and fundamental phenomena. Complexity theory research has allowed for new insights into many phenomena and for the development of new manners of discussing issues regarding management and organizations.

A shared language based on the insights of complexity can have an important role in a management context. The use of complexity theory metaphors can change the way managers think about the problems they face. Instead of competing in a game or a war, managers of a complexity thinking enterprise are trying to find their way on an ever changing, ever turbulent landscape. Such a conception of their organizations’ basic task can, in turn, change the day-to-day decisions made by management.

The most productive applications of complexity insights have to do with new possibilities for innovation in organizations. These possibilities require new ways of thinking, but old models of thinking persist long after they are productive. New ways of thinking don’t just happen; they require new models which have to be learned. E:CO is dedicated to helping both practicing managers and academics acquire, understand and examine these new mental models.

E:CO publishes articles of a qualitative and quantitative nature relating complex systems, sensemaking, psychology, philosophy, semiotics, and cognitive science to the management of organizations both public and private.

The readers of E:CO are managers, academics, consultants, and others interested in the possibility of applying the insights of the science of complex systems to day-to-day management and leadership problems.

Aims:

• To further develop and extend the concepts, applications, and research in management and leadership practice;
• To enlarge the domain of management theory, issues, and research beyond those currently recognized by mainstream academia and practice;
• To use complex systems perspectives, theory, and research to integrate multiple perspectives in management theory, research, practice, and education;
• To develop linkages between complex systems perspectives, theory, and research and other perspectives in management;
• To consider new institutional practices that can help to reconnect management theory and management practice, and;
• To discuss alternative approaches to management and leadership education and practice suggested by the more dynamic, systemic, cognitive, and holistic view of the management process derived from complex systems perspectives, theory, and research.

Systemic Design Theory, Methods, and Practice Editors (view affiliations) Peter JonesKyoichi Kijima

Systemic Design | SpringerLink

Systemic Design

Theory, Methods, and Practice

• Editors

• Peter Jones
• Kyoichi Kijima

David Ing said and excertped as follows:

On describing the field of systemic design as an interdisciplinary field in 2018, Peter Jones wrote:

Perhaps, the most prominent interdisciplinary approaches of systemics and design thinking were developed in the Ackoff and Banathy-era social system design schools that promoted whole system approaches to the challenges of the modernist technological era.
The systems science origins of systemic design can be traced to the influential operations research and planning schools, the East Coast schools (Ackoff, Özbekhan from University of Pennsylvania, Senge from MIT), and the West Coast (Horst Rittel, C. West Churchman, Christopher Alexander, and Harold Nelson all from U.C. Berkeley). [….] These social schools of thought argued against many of the precepts of the predominant systems thinking methods of the time, systems thinking as modelling and intervention (Meadows, 1999), and systems dynamics (Senge, 1986). Social system design did not achieve the broader acceptance of hard systems sciences, in part due to the superior fit of the hard systems thinking mindset to modernist culture in the late twentieth century and the perceived ambiguity (and lack of method) of social systems processes and technologies.

Jones, P. (2018). Preface: Taking Stock and Flow of Systemic Design. In P. Jones & K. Kijima (Eds.), Systemic Design: Theory, Methods, and Practice (pp. vi–xvi). Springer Japan. https://doi.org/10.1007/978-4-431-55639-8 (The front matter preface is free of charge, if you don’t have access to the whole book via a university library).

source

Cognitive Science Map – ANNA RIEDL

“This long introduction is the first part of a book which came out in Italy in 2003 by Bollati Boringhieri editore (Sistemica,voci e percorsi nella complessità), a very well known publisher. The book is built as a hypertext and collects 150 wordswhich are core constructs of the complexity frame. Each word/concept is described by more than one author in order to giveinformation of difference. This project was supervised by Heinz von Foerster who is also interviewed in these pages.”

  SystemicsVoices and paths within complexity 1 Umberta Telfener, Luca Casadio

(1) (PDF) Complexity and systems theory, the XX century ideas | scuola di specializzazione in psicologia della salute umberta telfener – Academia.edu