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I’ve been thinking about friendship a lot lately. We lost Brenda Zimmerman from the community of complexity scholars. An old friend from college died in a terrible accident in December. My best and oldest friend called last night to tempt me with a spring holiday in Bruges.
Build Adaptive Capacity
As I watered my plants today, I marveled again at their regenerative power. All they need is dirt, water, and sun, and they get bigger and healthier over time. Some of them don’t even need dirt, but that is a different story. Even the orchid, who holds back for months, surprises with blossoms when I least expect it.
In October of 2014, HSD Institute will host Navigating Complexity: Human Systems Dynamics 2014. This is our first-ever conference for HSD Associates and our curious friends who want to find out more about HSD.
Build Adaptive Capacity
Learning a new language often involves as much forgetting or letting go as it does memorizing new words and creating new patterns of speech. On a recent trip to Mexico, I had a chance to renew my Spanish language studies. As I did, I noticed how my mid-life brain struggled to remember and retrieve unfamiliar words, and the surprising things it would do to meet the new demands. As a practitioner of human systems dynamics, I pondered what this experience could teach me about the role of difference in pattern formation. This blog explores some of my reflection.
Manage Strategic Change
In the last decade, we have experienced unprecedented change. Our world has increased in ambiguity and uncertainty. Progress in such a world must be based in Inquiry. But in the face of such complexity, how can you even know the questions to ask? In today’s blog post, Royce offers suggestions for Inquiring directly into the complex nature of your world.
In organizations of all sizes, leaders are being challenged by the complexity that swirls around them.They are called to navigate multiple, interdependent forces that influence their organizations. They deal with diversity of thought, culture, ability, engagement far beyond what has been present in the past. And they work in environments where history is critically important and calls them to honor tradition and learn from the past. At the same time, they work in complex systems where there is no direct cause/effect relationship that points to a quick fix.
Glenda Eoyang received her doctorate in human systems dynamics from The Union Institute and University in 2001. Her research explored questions about the conditions that made some human systems organize quickly and as expected, while others took a
long time to end up in unpleasant or unproductive patterns.
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