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Printable Handouts
Navigable Slide Index
- Introduction
- Team sports are examples of complex emergent
- Aim: to offer food for thought
- It is time to abandon many of the sacred cows
- Sacred cows of newtonian inspired management
- Simple complexity inspired rules
- Some emergent behaviours are undesirable
- Some systems are complicated but not complex
- Properties of complicated systems
- What is a complex system?
- New York stock exchange 1939
- Complex systems operate at many different levels
- Organisations are complex systems
- Example: an engine is complicated
- Summary: complex systems properties
- Complex systems evolve to the edge of chaos
- Forces that moved systems to the edge of chaos
- Example: the securitisation process
- Multiple interconnections / interdependencies
- The Tokyo stock exchange
- The butterfly effect
- The Lorenz effect
- The financial hurricane
- A run on the American Union Bank
- Dynamics driving change in complex systems
- Self organisation
- Emergence can not be predicted
- Co-evolution
- Complexity dynamics make outcomes unknowable
- A human being is part of a whole, "the universe"
- Managements aren't equipped to deal with change
- The long shadow of newtonian science
- The science of complicated systems
- The scientific revolution
- Newton's influence on management
- The origins of professional management
- The principal - agent control problem
- Provide carrots to managers
- Newtonian thinking
- Free ourselves from the delusion of separateness
- The evolution of management thinking
- Summary
- The vision of an organization as a living system
- The complexity alternative
- Complex behaviours emerge from simple rules
- Companies that use complexity management
- Vicker's two threats
- Moral hazard in times of rapid change
- Changes created opportunities to increase profits
- Delusion of separateness
- A systemic type of moral hazard
- The complexity moral hazard problem
- What is moral hazard
- The pattern of cracked mud
- Crises preceded by emergence of moral hazard
- The emergence of moral hazard - a threat
- Moral hazard is a periodic undesirable emergence
- Moral hazard will not always be a precursor
- A signal that needs to set off alarm bells
- At the corporate level
- The role of regulators
- Counter-intuitive outcomes
- Newtonian thinking continues to cast its shadow
- Let us hope for more unreasonable men
- 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.
Talk Citation
Carlisle, Y. (2010, June 9). Change management and complexity dynamics [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved December 8, 2024, from https://doi.org/10.69645/SVPJ1985.Export Citation (RIS)