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Harnessing Complexity: Organizational Implications of a Scientific Frontier |
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Notes for this articleThis book splits complex systems into three main points and has ideas for each: == Variety: === Always in system === Problem of exploration vs exploitation === Should one encourage it (not always) == Interaction: === Vertical vs Horizontal === Social capital (trust) necessary for success === Trust is build but other social activities such as choir, sports === Proximity: likeliness of interaction physical/conceptual === Activation: Timing of interactions Sequence vs parallel === Exploration vs exploitation problem again in strength vs quantity of interactions. === Interactions are usually explicitly set in organisations === Good vs bad interactions === Increasing interactions in a system reduce diversity of overall system but increase individual diversity === Signal following vs Agent following as interaction strategy === LALI , SOC == Selection === Defining criteria of success === What level selection takes place === How credit for success/failure handled === Creation of new strategies vs agents === Defined within system === Affects chance for learning === Measurement frequency vs correctness === Selection of strategies vs agents.
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Posting History AbstractA state-of-the-art guide to the new field of complexity-the tool leaders use to understand how people and organizations adapt in a world of rapid change. <P><I>Harnessing Complexity</I> will be indispensable to anyone who wants to better comprehend how people and organizations can adapt effectively in the information age. This book is a step-by-step guide to understanding the processes of variation, interaction, and selection that are at work in all organizations. The authors show how to use their own paradigm of "bottom up" management, the Complex Adaptive System-whether in science, public policy, or private commerce. This simple model of how people work together will change forever how we think about getting things done in a group. Robert Axelrod is one of the world's leading experts on game theory and cooperation. Together with Michael Cohen he now reveals what makes a complex group of individuals into a productive team. Harnessing Complexity will be indispensable to anyone who wants better ways of thinking about how people and organizations can adapt effectively in the information age. The authors' paradigm of "bottom up" management -- the Complex Adaptive System -- is fast becoming a tenet of twenty-first-century science and management.<P>Axelrod and Cohen use many fascinating real-world examples to illustrate their model of complexity, but their book is more than a manual for success in Silicon Valley. Managers in any business, not-for-profit organization, or the public sector, can go step by step through the processes of variation, interaction, and selection that are at the heart of every Complex Adaptive System -- whether it is the ecology of a rain forest, an innovative banking system in the villages of Bangladesh, or the frenetic but efficient world of Wall Street trading. Their simple, paradigm-shifting model of how people work together will change forever how we think about getting things done in a group.
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