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Managing complexity in social systems : leverage points for policy and strategy / Christoph E. Mandl.

Mandl, Christoph E., 1948- author.
2023
HD31.2
Available Online
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Title
Managing complexity in social systems : leverage points for policy and strategy / Christoph E. Mandl.
Author
Mandl, Christoph E., 1948- author.
Edition
Second edition.
ISBN
9783031302220 (electronic bk.)
3031302222 (electronic bk.)
9783031302213
3031302214
DOI
https://doi.org/10.1007/978-3-031-30222-0
Published
Cham : Springer, 2023.
Language
English
Description
1 online resource.
Item Number
10.1007/978-3-031-30222-0 doi
Call Number
HD31.2
Dewey Decimal Classification
658.4092
Summary
This book explores how to manage complexity in a highly interconnected world. How can complexity be managed when it cannot be reduced? From organizational addiction to market failure, from limits to growth to the rebound effect, from tragedy of the commons to path dependence, answers are anything but trivial, and can only be found by combining insights from complexity science, system dynamics, system theory and systems thinking. This book bridges the gap between rigorous science and real-life experience to explore the potential and limitations of systems archetypes and their leverage points in implementing effective policies and strategies. It is grounded in Jay Forresters language of stock and flow diagrams to address issues of circular causality and causal loops in social systems. The second edition has been completely updated, revised, and extended to thoroughly analyze super wicked problems such as global climate change, climate neutrality, and extremely rapid spread of epidemics. Furthermore, it offers a novel integration of Peter Senges concept of systems archetypes with Horst Rittels concept of wicked problems. This text is an important contribution to an emerging field of thought. I have enjoyed and benefitted from reading this text; you will also. Dennis L. Meadows, Emeritus Professor of Systems Management, University of New Hampshire, USA This book looks at the world from a different, yet very effective vantage point: the systemic perspective The author delivers a perfect introduction to systemic thinking, unorthodox, insightful and practical. Markus Schwaninger, Emeritus Professor of Management, University of St.Gallen, Switzerland.
Bibliography, etc. Note
Includes bibliographical references and index.
Access Note
Access limited to authorized users.
Series
Management for professionals.
Available in Other Form
Managing Complexity in Social Systems
Linked Resources
Online Access
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Intro
Foreword to the First Edition
Preface to the Second Edition
References
Praise for Managing Complexity in Social Systems
Contents
About the Author
1 Preface: Scientific Journey into a Strange Paradigm
References
Part I From Logic to Circular Causality
2 Perceiving Events, Patterns, and Structure
Perceiving Events
Perceiving Patterns
Perceiving Structures
References
3 Equilibrium, Resilience, and Emergence
Equilibrium
Resilience
Emergence
References
4 Prediction, Butterfly Effect, and Decision-Making
Butterfly Effect

Scenario Analysis
Decision-Making
References
Part II Describing and Understanding Dynamics of Social Systems
5 Language, Syntax, and Semantics for Describing Dynamics of Systems
Stocks
Flows
Elements and Constants
Positive and Negative Causal Links
Reinforcing and Balancing Causal Loops
Circular Causality
Delays
Sources and Sinks
Structures of Systems
References
6 Stock-Flow Failure: Climate Neutrality and Net-Zero Emissions
References
7 Leverage Points: A Paradigm Shift in Governance
Level of Stocks
Size of Flows
Length of Delays

Strength of Balancing Causal Loops
Duration of Reinforcing Causal Loops
Information as Causal Links
Rules and Structure of the System
Sources and Sinks
References
8 Tame, Wicked, and Super Wicked Systems Archetypes
References
Part III Managing Tame Systems Archetypes
9 Deterministic Chaos: Locust Plagues and Price Dynamics of Commodities
References
10 Shifting the Burden: When Organizations Become Addicted
Maintenance and Repair
Outsourcing
Nosocomial Infection
References
11 Accidental Adversaries: The Enigma of Sustained Cooperation
References

12 Adaptation: Invisible Hand, Breastfeeding, and Eroding Goals
Invisible Hand
Breastfeeding
Eroding Goals
References
13 Escalation: Dynamics of Mutual Distrust
References
Part IV Managing Wicked Systems Archetypes
14 Growth and Underinvestment: Aligning Performance and Resources
References
15 Policy Resistance: Rebound Effect and Other Fixes that Fail
Downs-Thomson Paradox
Rebound Effect or Jevons Paradox
The Debt Trap
References
16 Limits to Growth and Attractiveness Principle
Attractiveness Principle
References

17 Diffusion of Innovations: Spreading New Ideas and Technology
Bass Model
SIR Model
References
Part V Managing Super Wicked Systems Archetypes
18 Information Asymmetry: When Markets Fail
Used Cars Market
Securities Market
References
19 Tragedy of the Commons: There Ain't no Such Thing as a Free Lunch
Tragedy of an IT Department
Tragedy of the Atlantic Cod
Tragedy of the Easter Island
Coping with the Tragedy of the Commons
References
20 Path Dependence: Segregation, Increasing Returns, and Success to the Successful
Segregation
Increasing Returns

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