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1. Introduction
2. Team sports are examples of complex emergent
3. Aim: to offer food for thought
4. It is time to abandon many of the sacred cows
5. Sacred cows of newtonian inspired management
6. Simple complexity inspired rules
7. Some emergent behaviours are undesirable
8. Some systems are complicated but not complex
9. Properties of complicated systems
10. What is a complex system?
11. New York stock exchange 1939
12. Complex systems operate at many different levels
13. Organisations are complex systems
14. Example: an engine is complicated
15. Summary: complex systems properties
16. Complex systems evolve to the edge of chaos
17. Forces that moved systems to the edge of chaos
18. Example: the securitisation process
19. Multiple interconnections / interdependencies
20. The Tokyo stock exchange
21. The butterfly effect
22. The Lorenz effect
23. The financial hurricane
24. A run on the American Union Bank
25. Dynamics driving change in complex systems
26. Self organisation
27. Emergence can not be predicted
28. Co-evolution
29. Complexity dynamics make outcomes unknowable
30. A human being is part of a whole, "the universe"
31. Managements aren't equipped to deal with change
32. The long shadow of newtonian science
33. The science of complicated systems
34. The scientific revolution
35. Newton's influence on management
36. The origins of professional management
37. The principal - agent control problem
38. Provide carrots to managers
39. Newtonian thinking
40. Free ourselves from the delusion of separateness
41. The evolution of management thinking
42. Summary
43. The vision of an organization as a living system
44. The complexity alternative
45. Complex behaviours emerge from simple rules
46. Companies that use complexity management
47. Vicker's two threats
48. Moral hazard in times of rapid change
49. Changes created opportunities to increase profits
50. Delusion of separateness
51. A systemic type of moral hazard
52. The complexity moral hazard problem
53. What is moral hazard
54. The pattern of cracked mud
55. Crises preceded by emergence of moral hazard
56. The emergence of moral hazard - a threat
57. Moral hazard is a periodic undesirable emergence
58. Moral hazard will not always be a precursor
59. A signal that needs to set off alarm bells
60. At the corporate level
61. The role of regulators
62. Counter-intuitive outcomes
63. Newtonian thinking continues to cast its shadow
64. Let us hope for more unreasonable men
65. Selected references

Topics Covered

• Complicated and complex systems
• How complex systems evolve with examples from the banking sector
• Complexity dynamics and their implications
• Why conventional management is ill-equipped to deal with those implications
• An alternative approach which may be better suited
• Two key threats in times of rapid change
• Failure to adapt
• Not all emergence is desirable
• Suggestions for managers and regulators.

Links

Series:

• Change Management

Categories:

• Management, Leadership & Organisation

Talk Citation

Publication History

• Published on June 9, 2010