Tweet stream from @conways_law on “the importance of systems thinking in education (and a lot of other things)”

Purpose of a System in Light of VSM:

Harish's avatarHarish's Notebook - My notes... Lean, Cybernetics, Quality & Data Science.

Varieties 2

In today’s post, I am looking at the concept of POSIWID (“Purpose Of a System Is What It Does”) Please note that VSM stands for “Viable System Model” and not “Value Stream Mapping”.

The idea of POSIWID was put forth by the father of Management Cybernetics, Stafford Beer. As Beer puts it: [1]A good observer will impute the purpose of a system from its actions… There is, after all, no point in claiming that the purpose of a system is to do what it consistently fails to do.

An organization is a sociotechnical and complex system. This means that it cannot be controlled by simple edicts that are put top down from the management. We should not go by what the “designer” of the system says it does, we should impute the purpose from what the system actually does.

A good explanation comes from Dan Lockton: [2]

View original post 1,439 more words

SCiO Open Meeting – January 20, 2020, London UK, 09:30-17:00, just £20

book at https://www.eventbrite.co.uk/e/scio-open-day-winter-2019-london-all-welcome-tickets-83713257607

 

Source: Open Meeting – Winter 2019/20 | SCiO

Open Meeting – Winter 2019/20

London, UK
£20
Monday, January 20, 2020
09:30 – 17:00, London

A packed and exciting-looking SCiO open meeting where a series of presentations of general interest regarding systems practice will be given – this will include ‘craft’ and active sessions, as well as introductions to theory. More information and book on Eventbrite at: https://www.eventbrite.co.uk/e/scio-open-day-winter-2019-london-all-welc…

Starts at 09:30 – ‘introduction to the viable system model’. Main presentations start at 10:00 with …

Session 1 (Gareth Evans) – Thinking in Systems – Friend or Foe

Systems have formed a significant part of science over many-a-year… scholars such as; Ludwig von Bertalanffy, Peter Checkland, Ross Ashby, Russell Ackoff, Stafford Beer and many more have discussed, debated and placed front and centre the importance of not just thinking ‘systemically’ but also being, acting and doing ‘systemically’. Many have revealed and evidenced the magic and impact of ‘Thinking Systemically’ across industry, albeit some have also found it less than accessible for the wider community. What I’m curious to explore: Is ‘Systems Thinking’ too bound in academic theory to the extent that it is either too widely misunderstood, misinterpreted or just purely too impractical to adopt across a wider field of professional practice due to the levels of understanding and practical wisdom that currently exists. Therefore, Is ‘Systems Thinking’, a friend or foe?

Session 2 (Angus Jenkinson) – Are Viable Companies Alive? Does it Matter?

The Viable System Model is one of the key capabilities that SCiO has focused on. It’s an implementation of cybernetics. “Viable system” suggests living system — and vibrant systems feel alive. Are they? Can organisations be organisms? And what difference would that make? This questions our questions and stimulates provocations. At a time when science is regenerating, does management need to as the same? If we start thinking organically, how many of our mechanistic systems assumptions do we have to challenge? What happens to the design of change or strategy or control` if an organisation is organic? What does it mean for identity, policy, and policies?

Lunch, then …

Session 3 (Rowena Davis) – Systems-Centered® – Working with Differences Differently

In common with all living human systems, organisations need differences to develop and transform. And yet, in organisations, as in all living human systems, we often dismiss, attack or try to convert differences. Indeed, we are primed neurologically to do this – our Flight, Fight, Freeze responses. Agazarian’s systems-centered method of functional subgrouping offers a way to lower our reactivity to differences, and to increase our capacity to stay open and curious in the face of the unknown and problem-solve. Rowena Davis will give an overview of Agazarian’s Theory of Living Human Systems (TLHS), including how boundaries open to similarity and close to difference and how the context we are part of impacts on our ability to work functionally in our roles. We will practise the core Systems-centered method of functional subgrouping and review the systems-centered map of phases of team development to make sense of organisational dynamics.

Session 4 (Patrick Hoverstadt) – Systems and Strategy War Rooms

The talk will look at the underlying concepts, design and practice of War Rooms as decision environments for dealing with complex and fast moving situations. Starting with Blackett’s invention of the War Room, through Beer’s Cybersyn to the work we are currently engaged on and its use with client in tackling complex strategic issues. We’ll talk through the difference current technology offers and the different ways our modern War Rooms can be used.

Source: Open Meeting – Winter 2019/20 | SCiO

WOSC 17th Congress 2017 | World Organisation of Systems and Cybernetics

With the 20th WOSC coming up, some interesting presentations from 2017

Source: WOSC 17th Congress 2017 | World Organisation of Systems and Cybernetics

 

Category Archives: WOSC 17th Congress 2017

The Brain of the Future by Alexandre Pérez Casares

The ‘Age of the Cognitive Machines’ is the most drastic economic transition since the Second Industrial Revolution. This transition is driven by the confluence of multiple technological innovations –such as advanced robotics, machine learning, and the exponential growth of computation … Continue reading 

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From precision medicine to systems medicine by Christian Pristipino

“In humans, very strong interactions between quantitative and qualitative dimensions occur, in which psychological, emotional, cognitive and cultural variables invariably influence disparate biological processes within every bodily system. The result is the need for a combined bio-psycho-social/environmental approach to complex … Continue reading 

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Artificial intelligence and law: what perspective? by Daniele Bourcier

The law is based on a certain idea of man as the subject responsible for his actions, AI devices can influence the responsibility of those who create and use them or even replace total human activities and decisions by machines. … Continue reading 

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Recognizing the Dangers of Simplicity Addiction by Michael Lissack

We are seldom taught that simplification has a high risk of failure. In truth, it only works up to a point, after which all that lies ahead is failure. To examine the limits of simplicity is to look at what … Continue reading 

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Smart growth strategies by Elias G. Carayannis

The future and sustained peace, prosperity and security of the WORLD require that we pursue and accomplish a reasonable modicum of BOTH of those visions and Knowledge for Development (K4Dev) and its related proposed roadmap (K4Dev__Vision 2030) based on the … Continue reading 

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Design of Regional System by Alfonso Reyes

A Keynote providing real life evidence of invoking new technologies to support cooperation and direct production concepts in a region. Design of Regional System

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Governance in the Anthropocene: cybersystemic possibilities? by Ray Ison

eye-opening: The “Anthropocene” is a term formulated by Earth scientists to claim that we have entered a new geological epoch: human influences have become so great that they are affecting “whole Earth dynamics” through a range of biophysical and social … Continue reading 

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Frontiers | Complexity Measures: Open Questions and Novel Opportunities in the Automatic Design and Analysis of Robot Swarms | Robotics and AI (2019)

via complexity digest

Without reference to this article, my instant thought was ‘swarms… aren’t really very complex, are they?’

 

Source: Frontiers | Complexity Measures: Open Questions and Novel Opportunities in the Automatic Design and Analysis of Robot Swarms | Robotics and AI

PERSPECTIVE ARTICLE

Front. Robot. AI, 26 November 2019 | https://doi.org/10.3389/frobt.2019.00130

Complexity Measures: Open Questions and Novel Opportunities in the Automatic Design and Analysis of Robot Swarms

  • 1Department of Computer Science and Engineering, Campus of Cesena, Alma Mater Studiorum Università di Bologna, Bologna, Italy
  • 2IRIDIA, Université libre de Bruxelles, Brussels, Belgium

Complexity measures and information theory metrics in general have recently been attracting the interest of multi-agent and robotics communities, owing to their capability of capturing relevant features of robot behaviors, while abstracting from implementation details. We believe that theories and tools from complex systems science and information theory may be fruitfully applied in the near future to support the automatic design of robot swarms and the analysis of their dynamics. In this paper we discuss opportunities and open questions in this scenario.

1. Introduction

Metrics that quantify the complexity of a system and measure information processing are used in a wide range of scientific areas, including neuroscience, physics, and computer science. In the scientific literature, the word complexity is overloaded, as it may refer to the amount of effort needed to describe a system, or to create it, or also to quantify its structure both in terms of components and dynamical relations among its parts. For example, let us consider a swarm of robots: we may ask what is the complexity of a function describing the overall behavior of the swarm, or what is the complexity of the problem of optimally assigning tasks to the robots, or what is the complexity of each of the tasks. These objectives require different measures, each addressing a specific question. As a consequence, there is no unique and all-encompassing complexity measure: a plethora of metrics are available. Most come from information theory, which abstracts from specific system’s details and focuses on information processing. While notable results have been attained, we believe that the potential of these methods has still to be fully exploited in the automatic design of robot swarms and in the analysis of their behaviors.

In automatic design methods, the design problem is cast into an optimization problem that is solved either off-line or on-line, i.e., either before the swarm is deployed in its target environment or while the swarm is operating in it. A prominent example of automatic design is evolutionary robotics (ER), where the control software—typically an artificial neural network (ANN)—is optimized by means of an evolutionary algorithm (Nolfi and Floreano, 2000). A number of alternative methods depart from the classical ER by employing control software architectures other than ANNs and/or optimization techniques other than evolutionary computation (Watson et al., 2002Hecker et al., 2012Francesca et al., 2014Gauci et al., 2014). A review of the main studies on automatic design of robot swarms—both off-line and on-line—is provided by Francesca and Birattari (2016).

The aim of this paper is to outline what we think are the most important open questions and to describe opportunities to use complexity measures for supporting the automatic design of swarms of robots and the analysis of their behaviors. In section 2, we provide an introduction to complexity measures. In section 3, we highlight the main contributions to the robotics field. In section 4, we illustrate our perspective and outline relevant open questions.

2. A Capsule Introduction to Complexity Measures

The notion of complexity is multifaceted. If, by the term “complex,” one means “difficult to predict,” then a suitable metric is provided by information theory with Shannon entropy (Shannon, 1948). Let us consider a simple system of which we observe the state at a given time. The observations can be modeled as a random variable X, which can assume values from a finite and discrete domain XX. If the observation is xXx∈X, which has a probability P(x), then the amount of information carried by the observation of x is defined as 1logP(x)=logP(x)1logP(x)=-logP(x)1. Shannon entropy is defined as the expected value of the information of all symbols: H(X)=xXP(x)logP(x)H(X)=-∑x∈XP(x)logP(x). Intuitively, H(X) measures the amount of surprise—or, equivalently, the lack of knowledge—about the system; we may also observe that Shannon entropy measures the degree of disorder in a system or process. Many complexity measures are based on Shannon entropy. For example, the reciprocal influence between two parts of a system can be estimated by computing their mutual information, defined as I(XY) = H(X) + H(Y) − H(X, Y), where H(X, Y) is the joint entropy of the variables X and Y, defined on the basis of the joint probability P(x, y). I(XY) provides a measure of the information we can gain on a variable, by observing the other. Information-theoretic metrics are currently widely applied, as they have the property of being model independent and able to capture non-linear relations. In practice, probabilities are usually estimated through the observed frequencies.

When the objective is to measure the complexity of the description of a system, then algorithmic complexity may be used, as proposed by Kolmogorov (1965): the complexity of a string of symbols is defined as the length of the shortest program producing it. This measure is not computable in general, but approximations are available, such as the ones based on compression algorithms (Lempel and Ziv, 1976). Shannon entropy and Kolmogorov complexity are conceptually different (Teixeira et al., 2011). The former measures the average uncertainty of a random variable X, and so it estimates the difficulty of predicting the next symbol of a sequence received from a source. Conversely, Kolmogorov complexity measures the length of the minimal (algorithmic) description of a given sequence of symbols σ, therefore it estimates the difficulty of describing or reconstructing the sequence. However, they both capture the notion of compressibility of a signal and, in particular, they are null when X (resp. σ) is constant and maximal when X (resp. σ) is random.

Kolmogorov complexity also provides a theoretical framework for the principle known as Occam’s razor that states that among all the possible explanations of a set of data, the simplest one is preferable. A similar argument supports the notion of stochastic complexity, proposed by Rissanen (1986), which is the shortest description of the data with respect to a given probabilistic model.

The term “complex” is often used for capturing the notion of structure or pattern observed in data or in the dynamics of a system, once random elements are discarded. This concept is also related to the extent to which correlations distribute across the parts of the system observed (Grassberger, 1986a). The intuition is that high complexity should be associated to conditions characterized by a mixture of order and disorder, structure and randomness, easily predictable dynamics and novelty. Along this line, several measures have been proposed (Grassberger, 1986aLindgren and Nordahl, 1988Li, 1991Crutchfield, 1994Gell-Mann and Lloyd, 1996Shalizi and Crutchfield, 2001). A survey on complexity metrics is out of the scope of this contribution and we refer the interested reader to prominent works on the subject (Grassberger, 1986aLindgren and Nordahl, 1988Badii and Politi, 1999Lloyd, 2001Prokopenko et al., 2009Lizier, 2013Moore et al., 2018Thurner et al., 2018Valentini et al., 2018).

Continued in source: Frontiers | Complexity Measures: Open Questions and Novel Opportunities in the Automatic Design and Analysis of Robot Swarms | Robotics and AI

Bonnitta Roy – Six Ways to Go Meta — Emerge: Making Sense of What’s Next — Overcast

Bonnitta Roy worth listening to, and reading:

View at Medium.com

 

Today on the show I’m speaking with Bonnitta Roy about her presentation ‘Six Ways to Go Meta’. We cover such topics as what it mean to ‘go meta’, why the anthropocene is driving humans to discover new ways of ‘going meta’, how deconstructing our experience through meditation creates a clean palette to experiment with new ways of going meta, how previous guests like Adam Robbert, Jordan Greenhall, Nora Bateson, and Rob Burbea fit into Bonnitta’s meta-meta-model, and why it’s vital that we create new educational forms that help create and discover new human minds. Six Ways to Go Meta Presentation

Support this podcast: https://anchor.fm/emerge/support

Source: Bonnitta Roy – Six Ways to Go Meta — Emerge: Making Sense of What’s Next — Overcast

Four Kinds of Thinking: 2. Systems Thinking

comments sought.

Inquiry

Recently, I sent a question (to ‘contact’) about the appropriateness of a potential series of posts for comments)e — never got an answer. Should I take this as ‘no interest’ or did that letter not get through?

The NNT, Explained – The Number Needed to Treat

(via the always-excellent https://medium.com/gentlyserious, to which you should subscribe)

Quick summaries of evidence-based medicine.

Source: The NNT, Explained – TheNNTTheNNT

and:

Number Needed to Treat (NNT): A tool to analyze harms and benefits

 

Diagram categorizing ways meta-rationality can improve the operation of a rational system – David Chapman, @meaningness

In which purpose demolishes culture while culture is distracted eating strategy – Catherine Howe

 

Source: In which purpose demolishes culture while culture is distracted eating strategy

In which purpose demolishes culture while culture is distracted eating strategy

I am a bit wary of talking about culture. It’s intangible, elusive and in reality best addressed via behaviours rather than head on. As my team know, I have a huge fear of a conversation about culture or values ending up as a pile of laminated signs that get strewn about the place. It’s an essential lever of change but perhaps best approached through the principle of obliquity because while it is vital to the success of any endeavour the minute you focus on that as the thing you are trying to change you are unlikely to succeed.

I am also wary about culture conversations because people people tend to speak about culture as being A Thing and not an effect which is born out of a myriad of human behaviours and feelings. All of this boiled down to a simple phrase of ‘culture is how we do things round here’.

I think my final niggle about culture is that organisations tend to think of it as being one thing when actually most organisations support a number of sub-cultures which may or may not knit together. These can either be grown in the dark cupboards of hierarchical silos, historical grouping or sometimes from external professional affiliations and identities which compete with internal cultures. From a change point of view this last one can be challenging; who is defining who we do things round here in that instance? This is a particularly sticky question on the context of digital transformation when your digital change makers may feel a stronger affinity to the community they find outside of your organisation to the people they are trying to change within it.

All of that being said I do think that it can be really helpful to examine and map your culture so help you understand what its going on and to help uncover some of the behaviours you may want to effect. This HBR article is a good overview of this but I like this Startegyzer piece as its got a good workshop plan in it which talks about culture as a garden:

  • The outcomes in your culture are the fruits. These are the things you want your culture to achieve, or what you want to “harvest” from your garden.
  • The behaviors are the heart of your culture. They’re the positive or negative actions people perform everyday that will result in a good or bad harvest
  • The enablers and blockers are the elements that allow your garden to flourish or fail. For example, weeds, pests, bad weather, or lack of knowledge might be hindering your garden. Where as fertilizer, expertise in gardening specific crops, or good land might be helping your garden to grow.

I like to call out incentives and processes in the enablers and blockers section as both of these are things that you can make very tangible if you accidentally find yourself ‘doing’ culture change.

We find ourselves talking about culture not because sociologists like me walk amongst us observing it (though we do my friends….we do) but because of the many many articles leaders have read telling them that ‘culture eats strategy for breakfast’* and pointing out that no plan in the world can overcome the desire of your people to do something completely different.

I wrote a while ago about my belief that all change should actually be thought about as system change and this belief brings a challenge to the culture beats strategy trope. While culture may be preeminent as a change mechanism if you have an industrial model of an organisation, in a system or network based view of organisational forms — like the garden metaphor — then there are more powerful forces at play. Because while culture may eat strategy for breakfast it doesn’t and in fact can’t eat purpose. In a more networked organisation culture can be overwhelmed by purpose while the more rationalist concepts of strategy and structure are left behind.

A sense of shared purpose is one of the most powerful motivators for any human endeavour. It’s behind the catalytic effect of a social movement like extinction rebellion as much as it is alive in the most successful corporate or not for profit organisations. It’s the thing that struck me most when I joined CRUK and felt the palpable connection that our people feel to our cause.

It’s precious to us because while most extraordinary people will collaborate for the right reasons. Without a shared sense of purpose our staff — and our supporters — are less and less likely to get out of bed in the morning. And this is the link back to the culture conversation ask even the strongest purpose can’t stand alone — it needs to be reflected through shared values and driven by visible behaviours to be effective. A organisation which is driven by purpose is crippled if it says one thing and does another.

It’s why extinction rebellion is currently so effective — they have a clear goal and theory of change that helps people from different backgrounds collaborate and convene around their purpose.

Aligned culture, values and behaviours will speed us on our way but to properly ignite change in organisations and in systems we need that common purpose.

*Interestingly there is no good citation for this quote but its generally ascribed to Peter Drucker and now is a cultural meme in its own right

Comment at source: In which purpose demolishes culture while culture is distracted eating strategy

Understanding Society: Organizations as open systems

 

Source: Understanding Society: Organizations as open systems

Saturday, November 23, 2019

Organizations as open systems

Key to understanding the “ontology of government” is the empirical and theoretical challenge of understanding how organizations work. The activities of government encompass organizations across a wide range of scales, from the local office of the Department of Motor Vehicles (40 employees) to the Department of Defense (861,000 civilian employees). Having the best understanding possible of how organizations work and fail is crucial to understanding the workings of government.

I have given substantial attention to the theory of strategic action fields as a basis for understanding organizations in previous posts (linklink). The basic idea in that approach is that organizations are a bit like social movements, with active coalition-building, conflicting goals, and strategic jockeying making up much of the substantive behavior of the organization. It is significant that organizational theory as a field has moved in this direction in the past fifteen years or so as well. A good example is Scott and Davis, Organizations and Organizing: Rational, Natural and Open System Perspectives (2007). Their book is intended as a “state of the art” textbook in the field of organizational studies. And the title expresses some of the shifts that have taken place in the field since the work of March, Simon, and Perrow (linklink). The word “organizing” in the title signals the idea that organizations are no longer looked at as static structures within which actors carry out well defined roles; but are instead dynamic processes in which active efforts by leaders, managers, and employees define goals and strategies and work to carry them out. And the “open system” phrase highlights the point that organizations always exist and function within a broader environment — political constraints, economic forces, public opinion, technological innovation, other organizations, and today climate change and environmental disaster.

Organizations themselves exist only as a complex set of social processes, some of which reproduce existing modes of behavior and others that serve to challenge, undermine, contradict, and transform current routines. Individual actors are constrained by, make use of, and modify existing structures. (20)

Most analysts have conceived of organizations as social structures created by individuals to support the collaborative pursuit of specified goals. Given this conception, all organizations confront a number of common problems: all must define (and redefine) their objectives; all must induce participants to contribute services; all must control and coordinate these contributions; resources must be garnered from the environment and products or services dispensed; participants must be selected, trained, and replaced; and some sort of working accommodation with the neighbors must be achieved. (23)

Scott and Davis analyze the field of organizational studies in several dimensions: sector (for-profit, public, non-profit), levels of analysis (social psychological level, organizational level, ecological level), and theoretical perspective. They emphasize several key “ontological” elements that any theory of organizations needs to address: the environment in which an organization functions; the strategy and goals of the organization and its powerful actors; the features of work and technology chosen by the organization; the features of formal organization that have been codified (human resources, job design, organizational structure); the elements of “informal organization” that exist in the entity (culture, social networks); and the people of the organization.

They describe three theoretical frameworks through which organizational theories have attempted to approach the empirical analysis of organizations. First, the rational framework:

Organizations are collectivities oriented to the pursuit of relatively specific goals. They are “purposeful” in the sense that the activities and interactions of participants are coordinated to achieve specified goals….. Organizations are collectivities that exhibit a relatively high degree of formalization. The cooperation among participants is “conscious” and “deliberate”; the structure of relations is made explicit. (38)

From the rational system perspective, organizations are instruments designed to attain specified goals. How blunt or fine an instrument they are depends on many factors that are summarized by the concept of rationality of structure. The term rationality in this context is used in the narrow sense of technical or functional rationality (Mannheim, 1950 trans.: 53) and refers to the extent to which a series of actions is organized in such a way as to lead to predetermined goals with maximum efficiency. (45)

Here is a description of the natural-systems framework:

Organizations are collectivities whose participants are pursuing multiple interests, both disparate and common, but who recognize the value of perpetuating the organization as an important resource. The natural system view emphasizes the common attributes that organizations share with all social collectivities. (39)

Organizational goals and their relation to the behavior of participants are much more problematic for the natural than the rational system theorist. This is largely because natural system analysts pay more attention to behavior and hence worry more about the complex interconnections between the normative and the behavioral structures of organizations. Two general themes characterize their views of organizational goals. First, there is frequently a disparity between the stated and the “real” goals pursued by organizations—between the professed or official goals that are announced and the actual or operative goals that can be observed to govern the activities of participants. Second, natural system analysts emphasize that even when the stated goals are actually being pursued, they are never the only goals governing participants’ behavior. They point out that all organizations must pursue support or “maintenance” goals in addition to their output goals (Gross, 1968; Perrow, 1970:135). No organization can devote its full resources to producing products or services; each must expend energies maintaining itself. (67)

And the “open-system” definition:

From the open system perspective, environments shape, support, and infiltrate organizations. Connections with “external” elements can be more critical than those among “internal” components; indeed, for many functions the distinction between organization and environment is revealed to be shifting, ambiguous, and arbitrary…. Organizations are congeries of interdependent flows and activities linking shifting coalitions of participants embedded in wider material-resource and institutional environments.  (40)

(Note that the natural-system and “open-system” definitions are very consistent with the strategic-action-field approach.)

Here is a useful table provided by Scott and Davis to illustrate the three approaches to organizational studies:

Continues in source: Understanding Society: Organizations as open systems

Santa Fe Institute Applied Complexity Symposium, 9 November – Computation and Complex Economies #complexsystems #economics

Some really intriguing comments in here – not, mostly, as far as I can see, very systems-y thinking?

Systems Thinking for a Turbulent World: A Search for New Perspectives, 1st Edition (Paperback) – Routledge – and call for proposals for new series edited by Gerald Midgely

An exciting new book, and the start of a series edited by Gerald Midgely.

Even more excitingly, this is the message Gerald has put on various facebook groups (e.g. https://www.facebook.com/groups/774241602654986/permalink/2599871040092024/):

“The book by Anthony Hodgson advertised below brings together systems thinking and futures thinking in a new synergy. It is the first in my Systems Thinking book series with Routledge, set up to reach beyond academia to the world of practitioners. The great breakthrough here is that the books are being priced under £30 to reach a mass market. If you want to write a book in this series, please send me a proposal. All I need is a title, one paragraph on what the book is about, plus chapter headings with a single sentence of explanation for each. I get to make the decision, in partnership with my editor at Routledge, on which books are contracted. Then, when you have finished your manuscript, it gets peer reviewed, and you make amendments before it is (hopefully) published. Send book proposals please to g.r.midgley at hull.ac.uk – but do make sure your proposal has a practitioner focus. The main reason for rejections so far has been that some of the proposals I have received have been aimed at academics, and the most likely outcome in this situation is either rejection or being offered a contract for a hardback library book priced at over £100. Let’s make this series fly, and bring systems thinking to new practitioners world wide!”

 

Source: Systems Thinking for a Turbulent World: A Search for New Perspectives, 1st Edition (Paperback) – Routledge

Systems Thinking for a Turbulent World: A Search for New Perspectives, 1st Edition (Paperback) book cover

Systems Thinking for a Turbulent World

A Search for New Perspectives, 1st Edition

By Anthony Hodgson

Routledge

142 pages | 39 B/W Illus.

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Description

Systems Thinking for a Turbulent World will help practitioners in any field of change engage more effectively in transformative innovation. Such innovation addresses the paradigm shift needed to meet the diverse unfolding global challenges facing us today, often summed up as the Anthropocene.

Fragmentation of local and global societies is escalating, and this is aggravating vicious cycles. To heal the rifts, we need to reintroduce the human element into our understandings – whether the context is civic or scientific – and strengthen truth-seeking in decision-making. Aided by appropriate concepts and methods, this healing will enable a switch from reaction to anticipation, even in the face of discontinuous change and high uncertainty. The outcome is to privilege the positive human skills for collaborative navigation through uncertainty over the disjointed rationality of mechanism and artificial intelligence, which increasingly alienates us.

The reader in search of new ways of thinking will be introduced to concepts new to systems thinking that integrate systems thinking and futures thinking. The concept of anticipatory present moment (APM) serves as a basis for learning the cognitive skills that better enable navigation through turbulent times. A key personal and team practice is participative repatterning, which is the basis for transformative innovation. This practice is aided by new methods of visual facilitation.

The reader is guided through the unfolding of the ideas and practices with a narrative based on the metaphor of search portrayed in the tradition of ox herding, found in traditional Far Eastern consciousness practice.

 

The Systems Sanctuary newsletter – interrogating whiteness, support programmes for systems changers, keynotes, capability building, and links

Subscribe here: http://thesystemstudio.com/our-publications

 

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TOP LINKS & INSPIRATION ON SYSTEMS CHANGE

Hi All

“Warm and human facilitation, good structure, sense of openness. The huge diversity of work people are undertaking was stimulating and inspiring” – Participant In the Thick of It 

Join us for our virtual peer-mentoring programs for systems leaders in January 2020.

In the Thick of It is for people leading systems change, typically feeling isolated, overwhelmed and like they’d love to talk to more people who ‘get it’.

The Systems Sisterhood is for women who work in systems change. We talk about the personal and the professional and the systemic with a gender lens. Participants value the amazing women they meet and the structured place to reflect.

This month we’ve been supporting Care Innovations with their peer-mentoring program and hosting a systems mapping session with WeavEast in New Brunswick.

Rachel was keynote speaker talking ‘building ecosystems for positive change’ at Futurebound, a new ecosystem project for the future of childhood development in Colorado, and Tatiana presented her Kumu map and facilitated systems training for the Nova Scotia Women’s Summit. Tatiana also chaired the International Systems Change Field Building gathering in London.

Our program Interrogating Whiteness for systems leaders with Ijeoma Oluo author of NYT bestseller So You Want to Talk About Race
has been a deep, and much needed conversation.

If you are trying to build systems practice capacity into your work or building a new ecosystem for positive change in 2020, we can help.
Get in touch.

Lots of jobs this month in the field (see below)!

Tatiana & Rachel, Co-Founders,
The Systems Sanctuary

 

LINKS FROM THE FIELD OF SYSTEMS CHANGE 

JOBS 

TRAINING

FROM THE ARCHIVE 

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We support the growing number of pioneers experimenting with systemic interventions to systemic problems.

Interventions that will benefit people and planet.

We teach theory and strategy for systems change. We curate peer learning groups of systems leaders and who need community. We coach individual system entrepreneurs who are building their business. We support ecosystems to build systems change capacity across their initiative.
We pride ourselves on being open, honest and compassionate to the very real challenges people face doing this work. We value a strategic focus, being real about inequity and a belief in the power of people’s lived experience above everything else.

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All of the links and recommendations contained in this newsletter are selected by the Systems Sanctuary team based on our opinion of what would be most useful and inspiring to our subscribers. We do not accept any payment or other compensation in return for inclusion.

 

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