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Contributors; 1 Introduction; Abstract; 1 Problem Framing; 2 Content; 2.1 Part 1: Organizational Theme; 2.2 Part 2: Disaster Management Theme; 2.3 Part 3: Systems Thinking Theme; 3 Conclusion; References; Part IOrganizational Theme; 2 Using Systems Modelling to Examine Law Enforcement Collaboration in the Response to Serious Crime; Abstract; 1 Introduction; 2 Background; 3 Theory; 4 Modelling Collaboration Systems; 4.1 The Operational Taskforce; 4.2 The National Multi-agency Law Enforcement System; 4.3 The Regional Cooperative Agency; 5 Conclusion; References
3 Managing Complexity in Organizations Through a Systemic Network of ProjectsAbstract; 1 Introduction; 2 Managing Complexity: How a Systemic Methodology Evolved; 3 Understanding the Organization as a System: Flowcharting the Processes; 4 Variation and Its Importance for Managing Organizations as Systems; 5 Variation and Complexity; 6 Gathering Data: The Behaviour Chart; 7 Prediction Versus Forecast; 8 Adding the Constraint to the Organization Viewed as a System; 9 The Need for a Constraint; 10 Protecting the Constraint: The ``Buffer''
11 Measuring a Complex System and Its Performance with a Systemic Approach12 Managing Complexity
The Decalogue Methodology; 13 Processes, Projects and Managing Projects with Critical Chain; 14 Critical Chain and Organizational Design; 15 Network Theory and the Network of Projects Organization; 16 Proposing the Organizational Design of the Networks of Projects; 17 The Network of Conversations in Organizations; 18 The Thinking Process Tools; 19 Shifting Beyond the Hierarchical Mindset; 20 The Pattern for Change with the Thinking Process Tools
21 A Solution for Generating Continuous Breakthroughs: The Conflict Cloud22 The Decalogue Methodology as a Solution for Complexity in Organizations; 23 Towards a New Economics; 24 Notes; 4 Family of Related Systemic Elements (FoRSE2122) Matrix: Big(ger) Picture Thinking and Application for Business and Organizations; Abstract; 1 Introduction; 2 Problems with Problem Framing and Generating Solutions; 3 Thinking Primer: Basic, Specific Field, Critical and Big Picture (Systems) Thinking; 4 Big Picture Thinking and Little Window Glimpses
5 The Family of Related Systemic Elements (FoRSE2122) Matrix6 Case Study; 7 Next Steps; References; Part IIDisaster Management Theme; 5 Disentangling Wicked Problems: A Reflexive Approach Towards Resilience Governance; Abstract; 1 Introduction; 2 Contemporary Wicked Problems; 2.1 Hybrid Threats; 2.1.1 Example 1: Hurricane Katrina, New Orleans; 2.1.2 Example 2: Natural Gas Extraction in Groningen; 2.1.3 Example 3: The Eruption of the Eyjafjallajökull; 2.2 The Challenge of Policy Development; 3 From Risk Society to Resilient Society; 3.1 The Shift Towards Resilience Thinking
3 Managing Complexity in Organizations Through a Systemic Network of ProjectsAbstract; 1 Introduction; 2 Managing Complexity: How a Systemic Methodology Evolved; 3 Understanding the Organization as a System: Flowcharting the Processes; 4 Variation and Its Importance for Managing Organizations as Systems; 5 Variation and Complexity; 6 Gathering Data: The Behaviour Chart; 7 Prediction Versus Forecast; 8 Adding the Constraint to the Organization Viewed as a System; 9 The Need for a Constraint; 10 Protecting the Constraint: The ``Buffer''
11 Measuring a Complex System and Its Performance with a Systemic Approach12 Managing Complexity
The Decalogue Methodology; 13 Processes, Projects and Managing Projects with Critical Chain; 14 Critical Chain and Organizational Design; 15 Network Theory and the Network of Projects Organization; 16 Proposing the Organizational Design of the Networks of Projects; 17 The Network of Conversations in Organizations; 18 The Thinking Process Tools; 19 Shifting Beyond the Hierarchical Mindset; 20 The Pattern for Change with the Thinking Process Tools
21 A Solution for Generating Continuous Breakthroughs: The Conflict Cloud22 The Decalogue Methodology as a Solution for Complexity in Organizations; 23 Towards a New Economics; 24 Notes; 4 Family of Related Systemic Elements (FoRSE2122) Matrix: Big(ger) Picture Thinking and Application for Business and Organizations; Abstract; 1 Introduction; 2 Problems with Problem Framing and Generating Solutions; 3 Thinking Primer: Basic, Specific Field, Critical and Big Picture (Systems) Thinking; 4 Big Picture Thinking and Little Window Glimpses
5 The Family of Related Systemic Elements (FoRSE2122) Matrix6 Case Study; 7 Next Steps; References; Part IIDisaster Management Theme; 5 Disentangling Wicked Problems: A Reflexive Approach Towards Resilience Governance; Abstract; 1 Introduction; 2 Contemporary Wicked Problems; 2.1 Hybrid Threats; 2.1.1 Example 1: Hurricane Katrina, New Orleans; 2.1.2 Example 2: Natural Gas Extraction in Groningen; 2.1.3 Example 3: The Eruption of the Eyjafjallajökull; 2.2 The Challenge of Policy Development; 3 From Risk Society to Resilient Society; 3.1 The Shift Towards Resilience Thinking