Complex social problems appear intractable because they are often approached in a linear and simplistic way. Although such problems are multi-dimensional, the favoured approach and solution, in most organisations, is frequently mono-dimensional focusing on one aspect of the problem such as finance or IT or restructuring. It is therefore not surprising that the ‘solution’ does not work. The talk will introduce a different approach based on complexity theory and will introduce some key principles of the theory and explain how they apply to human systems. Although the seminar will start with the theory, it will also illustrate the application of the theory to very practical real-world problems and will discuss some of the methods used to identify the problem space; with that understanding organisations are then able to co-create ‘enabling environments’ that effectively and sustainably address (although may not solve) the apparently intractable problem.
Complexity: Theory & Practice
Biography:
Prof. Eve Mitleton-Kelly is Director of the Complexity Research Programme at the London School of Economics; visiting Professor at the Open University; SAB member to the ‘Next Generation Infrastructures Foundation’, TU Delft; on Editorial Board of ‘Emergence: Complexity & Organisations’; was Coordinator of Links with Business, Industry and Government of the European Complex Systems Network of Excellence, Exystence (2003-2006); Executive Coodinator of SOL-UK (London) (Society for Organisational Learning) 1977-2008; and Policy Advisor to European and USA organisations, the European Commission, several UK Government Departments; Scientific Advisor to the 2011 World Forum on Public Governance (Ottawa) and to the Governments of Australia, Brazil, Canada, Netherlands, Singapore and UK.
EMK’s research has concentrated on addressing apparently intractable problems in business and the public sector and the creation of enabling environments based on complexity science. She has led, and participated in, projects funded by the EPSRC, ESRC, AHRC, the European Commission, business and government, to address problems associated with: IT-business alignment; organisational integration post M&A; corporate governance; leadership, sustainable development, organizational learning, innovation, disaster risk reduction in West African States, energy & climate change. She has developed a theory of complex social systems and a methodology to address complex social problems. The theory is being used for teaching at universities around the world. Publications and the work of the LSE Complexity Group is at www.lse.ac.uk/complexity
Her first career between 1967-83, was with the British Civil Service in the Department of Trade and Industry, where she was involved in the formulation of policy and the negotiation of EU Directives.
The Complexity Group:
The Group has been working for over 15 years, with organisations in the private and public sectors including AstraZeneca, BT, BAe Systems, Cabinet Office, Citibank (New York & London), Defra (Dept for Environment, Food & Rural Affairs), DWP (Dept for Work and Pensions), Dutch Ministry of the Interior, ECOWAS (Economic Community of West African States) Commission, European Commission, GlaxoSmithKline, Health & Safety Executive, the Humberside TEC, Legal & General, Ministry of Defence, Mondragon Cooperative Corporation (Basque Country), the National Health Service, Norwich Union Life, Rolls-Royce (Aerospace & Marine), Royal British Legion, Shell (International, Finance & Shell Internet Works), Suffolk County Council, the World Bank (Washington DC) and several companies in the aerospace industry, to address practical complex problems. In the process it has developed a theory of complex social systems and an integrated methodology using both qualitative and quantitative tools and methods. The work of the LSE Complexity Group is at www.lse.ac.uk/complexity
Photos and a recording of the talk will folow.