1. Navigating Complexity
Our social systems are so designed that when
we each act intelligently on our own self-interest,
we collectively move towards global destruction. Tom Atlee  ( thinker and founder of Co-intelligence Institute)
ד"ר שי בן יוסף Shay Ben yosef, PhD.
ניווט במורכבות Navigating Complexity

3. What do we expect from maps?
Reflecting the reality
Common language.
Systematically
Macro Systems > micro sub-systems scaling.

4. What do we expect from journey plan?
Map & Compass
Start > End
Mile stones
Linear way
Achievable targets

5. Who is the leader ? The one how know the map.
The one how know the way.
The one how recruit people to do the mission.

6. Simple system/ process
Maps & Reality
Simple system/ process
Complex
responsive
System/ process

7. How is our real life, looks like?
Who draw the map?
The map is constantly changing.
The journey is full of unexpected phenomena.
Each actor have his own map & his own journey plan.
Order / Chaos
Diversity.
Where is the compass?
Who can lead us ?

8. How should we implement leadership at this situation ?
What are the leadership challenges at this situation ?
Update Date base - map
Shared vision / intention - compass
Common language.- jointness
Agility – The ability to be relevant

9. The language of complex systems
Patterns
Fractals
Attractors
Field / Networks
Adaptive agent
Self Organized System
Emergent property

10. Some understandings about Complexity*
“If one takes this perspective, that an organization is a pattern of talk (relational constraints), then, an organization changes only insofar as its conversational life (power relations) evolves. Organizational change is the same thing as change in the pattern of talk and therefore the pattern of power relations. Creativity, novelty, and innovation are all the emergence of new patterns of talk and patterns of power relations” Stacey R. D. (2000) Strategic Management & Organizational Dynamics

11. Some understandings about Complexity
“Examples of the necessary skills are: - the capacity for self-reflection and owning one's part in what is happening, - skill in facilitating free flowing conversation, - ability to articulate what is emerging in conversations, - and sensitivity to group dynamics.“
"Strategic management is the process of actively participating in the conversations around important emerging issues.
“Strategic direction is not set in advance but understood in hindsight as it is emerging or after it has emerged."

12. Some understandings about Complexity
Our behaviors change only if we decide to belong together" differently” - Margaret Wheatley,
"An organization that continually sees itself in novel images, images that are permeated with diverse skills and sensitivities, thereby is equipped to deal with altered surroundings when they appear." - Karl Weick . “

13. How should we implement leadership at this situation ?
Think global, act local
Intension X 2 – to your direction, to the surroundings
From Action to Interaction.
Knowledge management
Agility

14. How should we implement leadership at this situation ?
mission
Discipline
Leadership
Spirit
Community

15. Literature
Luhmann, Niklas "Complexity and meaning" pp in: Aida S. et al. The science and the praxis of complexity. Tokyo: UN University
Lansing, Stephen J "Complex Adaptive Systems". In: Annual Review Anthropology :
Stacey R. D. (2000) Strategic Management & Organizational Dynamics
Weick, K. E. (1996). Sensemaking in organizations. Newbury Park, CA: Sage.
Wolfram, Stephan A new kind of sience Canada: Media, Inc

16. תודה Thanks ד"ר שי בן יוסף Shay Ben yosef, PhD.
ניווט במורכבות Navigating Complexity