‘Complexity and the unconscious’
Change in complex systems is inherently unpredictable.
Notes from Audio 2 and the supporting Media Book in produced and presented by Jane Henry (2010).
An element of randomness makes a system more robust.
Prof. Brian Goodwin, Schumacher College
Emergent properties, you can only know a lot about the interactions.
Prof. Ralph Stacy, University of Hertfordshire.
An invitation to take seriously our inability to predict long term outcomes.
In business, metaphor of relationship in complex adaptive processes of interactions and responses.
Looking at the patterns, not individuals, and that intentions are forever emerging in conversations. Notion of using a prescription from a case study that has worked in one place because of its whole context doesn’t work in another.
A systems properties to evolve only if characterised by a critical degree of diversity.
Prof. Richard Pascale, Change guru, Templeton College, Oxford.
Equilibrium, forced or unintended, due to long tenured staff or stuck with a deified product (IBM and mainframes) can be problematic.
Trying to operate on the edge of chaos gives a company the capacity to deal with deviance.
Operate with an element of variety to cope with the unexpected. Self-organisation emerges spontaneously. You cannot control or direct a living system.
Prof. Brian Goodwin
Ecosystems, communities and economies are unpredictable.
Prof. Guy Claxton, psychologist, University of Bristol Managing our minds.
Implicit learning is good at spotting patterns where there is a good deal of complexity.
We can think too much, it is deleterious.
N.B. In complex, novel and ambiguous situations our unconscious information processor has a greater capacity to perceive and understand the complex patterns involved than the conscious mind. The situation is that information is incomplete, uncertain, ambiguous, complex and novel so intuitive, and slower exploratory thinking is likely to be more productive.
Analytical, computer mentalities are leading us to ignore innovation.
Don’t respond immediately to what a person has said; give it space, a sense of corporate exploration.
It is impossible to create a plan and retain control.
Henry, J (2010) B822 Creativity, Innovation and Change. CDA 1-5 Audio Pack Track 2 Complexity and the Unconscious.