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Community member post by Jan Kwakkel How can decision making on complex systems come to grips with irreducible, or deep, uncertainty? Such uncertainty has three sources: Intrinsic limits to predictability in complex systems. A variety of stakeholders with different perspectives on what the system is and what problem needs to be solved. Complex systems are… Via Philippe Vallat, Create Wise Leader 
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Wise executives tailor their approach to fit the complexity of the circumstances they face. Via Ivon Prefontaine, PhD, Mark E. Deschaine, PhD
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Believing that more is always more is a dangerous assumption. There’s a cost to complexity.
Every time you commit to something new, you not only commit to doing the work itself, but also remembering to do the work, dealing with the administrative overhead, and to getting it all done in the time constraints involved.
The unfortunate result of taking on everything that comes your way is that you end up spend more of your time managing the work and less time investing in truly immersing yourself in what’s most important and satisfying.
Via Kenneth Mikkelsen
Kenneth Mikkelsen's curator insight,
February 1, 2015 8:50 AM
What to consider before taking on a new project. Elizabeth Grace Saunders is author of How to Invest Your Time Like Money. In this blog post she offers five steps you can take to prevent overloading your plate:
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For too long, too many of us have been entranced by heroes. Perhaps it's our desire to not have to do the hard work, to rely on someone else to figure things out. Via Ides De Vos, Philippe Vallat
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Caution is in order because "Agile Transformation" always is a roller coaster ride where you and your teams must hang on for dear life! Via David Hain
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What if decision makers instigating change are seeing the inherent nature of companies all wrong? Via Philippe Vallat
Nadene Canning's curator insight,
July 30, 2016 4:12 PM
Adaptive systems thinking (Stacey) applied to illustrate change and complexity
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It’s not enough to say your organization is simple or complicated—you must also understand what kind of complexity you’re dealing with. Via Philippe Vallat, David Hain
Philippe Vallat's curator insight,
November 14, 2014 10:45 AM
Quote: "Rather than settling for simplistic representations of reality, leaders must continually work to provide clarity on the complexity, particularly along three lines: purpose, values, and performance." ... and COMITANS may help you in understanding the kind of complexity you are dealing with. 
Josie Gibson's curator insight,
November 17, 2014 11:29 PM
Sense-making - a critical leadership skill - via David Hain.
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The business news continues to be full of stories of large companies getting into trouble in part because of their complexity. So what is a leader to do when faced with a highly complex organisation and a nagging concern that the creeping costs of complexity are starting to outweigh the benefits? Via Kenneth Mikkelsen
Olivier Arnould's curator insight,
December 1, 2013 3:40 AM
Une approche intéressante des organisations... 
luiy's curator insight,
January 17, 2014 9:34 AM
1. There is a design process –the allocation of roles and responsibilities through some sort of top-down master plan. We all know how this works.
2. There is an emergent process – a bottom-up form of spontaneous interaction between well-intentioned individuals, also known as self-organising. This has become very popular in the field of management, in large part because it draws on insights from the world of nature, such as the seemingly-spontaneous order that is exhibited by migrating geese and ant colonies. Under the right conditions, it seems, individual employees will come together to create effective coordinated action. The role of the leader is therefore to foster “emergent” order among employees without falling into the trap of over-engineering it.
3. Finally, there is an entropic process – the gradual trending of an organisational system towards disorder. This is where it gets a bit tricky. The disciples of self-organising often note that companies are “open systems” that exchange resources with the outside world, and this external source of energy is what helps to renew and refresh them. But the reality is that most companies are only semi-open. In fact, many large companies I know are actually pretty closed to outside influences. And if this is the case, the second law of thermodynamics comes into effect, namely that a closed system will gradually move towards a state of maximum disorder (i.e. entropy).
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