Systems and

Complexity
Thinking
An Introduction
Systemic
Management
HUBS 2018
Messes & Wicked
Problems
“Managers are not confronted with separate
problems but with situations that consist of
complex systems of strongly interacting
problems. I call such situations messes.”
Ackoff (1994)

Mason and Mitroff (1981) refer to ‘messy or

wicked problems’ as characterized by:
1.inter-connectedness
2. complicatedness
3. uncertainty
4. ambiguity
5. conflict 2

6. societal constraints
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 Models and Reality
We all use models of reality to try and understand the
As the world changes, old models cease to work
world and decide what to do.
and need to be replaced by new models.

New models:
• open new
possibilities
• remove old fears
(falling over the
All models are edge)
approximations
• solve problems
The map is NOT the
territory. • work for the new
world.
They are good models
if they are useful.

Systemic Management HUBS 2018

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How We Make Sense of the
World
Models
(Lens,
Viewpoint, Prism
Worldview
Reality

G Hindle, Systemic Management 2013

Systemic
Management Systemic Thinking:
Circular causality
HUBS 2018

Not . . like
like A B C D
this!
this . .

It’s about seeing the world as

patterns of relationships . . .

. . .whole systems interacting with

other whole systems, in a
dynamic, co-evolving dance.

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 The Need for ‘Systemic Thinking’

This idea of a “network of

relationships” developed into the
concept of a system.

• In areas like ecology (and education!)

reductionism was not enough.
• It became essential to look at the way the parts
interacted to form the whole system.

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Systemic
Management What is a ‘system’?
HUBS 2018

(and Kefalas)
A system is a set of components together with relationships
between the components; they are related to each other and to
their environment so as to form a whole.

Emerging properties
able to adapt and survive
Relationship
Element
A

Input Feedback C
B Output
7
The System Boundary
Environment

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 Systems are:

• self-organising, and goal

seeking.
• can be microscopic or galactic.
• can be biological, mechanical,
electrical, or social.
• have things in common - they
can be described by the same
set of rules.
• These rules have been
described as “the pattern that
connects”

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 • Characteristics of Systems
• Self organization
• Self regulation
• Emergent properties
• Feedback & Learning
• Permeable boundaries
• Nested systems

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Systemic Management HUBS 2018
Systemic
Management
HUBS 2018

SYSTEMIC EDUCATION

• Project based learning

• Transdisciplinary
• Humanistic- people centred
• Ecological – nature centred
• Learning skills/capability based 10

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Sustainability & Education –
Main challenges
• Mankind has ‘failed’ to ‘consciously guide its own
evolution’ (Evolutionary Learning Society – E.
Laszlo), due to inappropriate:
• understanding of sustainability,, education,
development, governance and social change
• approaches and practices to deal with the complexity
of sustainability agendas.
• Need for a paradigmatic change – complex systems
approaches!
 Systems, Action Research
and Sustainability
• Sustainability – Main challenges
• A systemic –holistic- approach to sustainability
• Action Research and Sustainability
• Ongoing example – the Schumacher College, the
Ecovillage Ireland, The Farm- Tenessee, The Global
Ecovillage Network, The Permaculture Association
• Rethinking education: Lessons and challenges
 (Complex) Systems Approaches

• Systemic and complexity approaches have evolved over the last

century
• There are different paradigmatic assumptions and postures in
each systemic approach (Jackson, 2003)
• Each has produced specific methodologies and analytical tools
• There are innumerable applications of systems approaches to management
• critical systems thinking: invites sound criteria when deciding which approach to
use when designing a systemic intervention (eg facilitating change)
• Recent contributions from Complexity scientists:
• mostly in natural and computer sciences
• Recently: also some new tools for management sciences
What is Complexity
(Santa Fe Group, 1996)

“The condition of the

universe which is
integrated and yet too rich
and varied for us to
understand in simple
common, mechanistic or
linear ways.
The larger and more
intrincately related
phenomena in the
universe can only be
understood by principles
and patterns – not in
detail.

Complexity deals with the nature of emergence,

learning and adaptation”.
(Complex) Systems Thinking

Parts Whole, Nested Systems

Objects Relationships, Networks
Objective Knowledge Contextual knowledge
Quantity Quality
Structure Process, Cycles, Flows
Content Patterns
Stability Adaptation, Dynamic balance
 Ecological (holistic)Thinking

• We still need to learn lots from Nature!

• We learn better about sustainability as a community of
practice
• The deepest our knowledge of a particular place, the
best we know it/ love it and protect it
• Best way to learn is project based learning
Action Research

• Project Based Learning:

• What do we need to do?
• What do we need to learn Experiencing
to do it?
• What’s the most useful
approach to this topic?
Reflecting
• What have we learned while Taking Action
doing it?
• What are the new learning
needs?
Interpreting
Examples of Action Research and Sustainability
• Centre for Ecoliteracy (California)
• Eden project (Cornwall)
• Ecovillage (Tipperary, Ireland)
• Transition Towns (Schumacher College)
Systemic
Management
HUBS 2018

19

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 References
• Beer, S. (1979). Heart of the Enterprise. John Wiley & Sons
• Beer, S. (1985). Diagnosing the System for Organisations. John Wiley & Sons.
• Espejo, R., Reyes, A. (2011). Organisational Systems: Managing complexity with
the VSM. Springer.
• Espinosa, A. Walker, J. (2011). A Complexity approach to sustainability: theory
and applications. Imperial College Press. Ch 1, 2
• Jackson, M.C. (2003). Systems Thinking. Creative Holism for Managers, John
Wiley, Chichester.
• Waldrop, M (1992) Complexity – The Emerging Science at the Edge of Order
and Chaos, Penguin
• Figures from:
• Beer, 1985 used with permission from Malik & Management, St Gallen, Switzerland
• Espinosa & Walker (2011) and, from
• Hull University Business School, Systemic Management Module. A Espinosa, MBA, 2013.
Systemic
Management HUBS
2018

Images from the web (1)

• http://normanjackson.pbworks.com/f/COMPLEX%20WORLD.JPG
• http://howtosavetheworld.ca/images/complexity-not-chaos.jpg
•  http://thehive.hivemindnetwork.com/wp-
content/uploads/sites/2/2014/03/HiRes.jpg
• http://www.old-ib.bioninja.com.au/_Media/emergent_med.jpeg
• http://kk.org/mt-files/thetechnium-mt/global%20intelligence.jpg
Systemic
Management HUBS

Images from the web (2)

2018

• https://www.google.co.uk/search?
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KveXxgabfNSHM:
• http://www.selfregulationstation.com/s/cc_images/teaserbox_891424385.jpg?
t=1437699687
• http://www.old-ib.bioninja.com.au/_Media/emergent_med.jpeg
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• http://www.evaluation-conference.de/tmp/199_keynote2600__.jpg
• http://www.thefifthestate.com.au/wp-content/uploads/2013/10/systems-
thinking.jpg