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 Shayby1@gmail.com 054-2112383

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

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

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.

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

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 ?

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

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

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

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."

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 . “

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

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

Literature Luhmann, Niklas. 1985. "Complexity and meaning" pp 99-104 in: Aida S. et al. The science and the praxis of complexity. Tokyo: UN University Lansing, Stephen J. 2003. "Complex Adaptive Systems". In: Annual Review Anthropology. 2003. 32:183-204 Stacey R. D. (2000) Strategic Management & Organizational Dynamics Weick, K. E. (1996). Sensemaking in organizations. Newbury Park, CA: Sage. Wolfram, Stephan. 2002. A new kind of sience Canada: Media, Inc

תודה Thanks ד"ר שי בן יוסף Shay Ben yosef, PhD. ניווט במורכבות Navigating Complexity Shayby1@gmail.com 054-2112383