Simplifying organisational complexity:: inspired infographics – The Art of Complex Problem Solving
Thursday, 22 March, 2012 Leave a comment
I’ve never met Marshall Clemens but can state emphatically that I love his mind!
As anyone who has read my blog before will know, simplifying and conveying the message about an abstract concept like complexity is not easy.
Add to that the fact that there is no single/common definition and, apparently, little scope for agreement – certainly not amongst Academics!So not much chance of a common language…UNLESS Marshall has provided an inspired starting point.
“Translating” the scientific and applying it in terms that relate to a business environment is difficult to communicate and, until I found this, difficult for many business-people to visualise. Although excessive complexity can seriously damage both wealth and health!
There are considerable risks associated with conventional, hierarchical, organisations, as well as the management style and associated culture. NOT all of these risks e.g. excessive complexity, are visible…but that does not mean that they are not there! Just that we require the appropriate tools to identify them.
The FACT is, that unmanaged, *self-generated [endogenous], risk is a source of systemic risk and is communicated, using business connections (e.g. financial networks, supply chain) as the conduit, to other entities (large and small; individual and corporate) across industries, communities, borders and domains:
by our inaction WE are adding to the very financial uncertainty and market volatility that we so desperately need to address!
*Information, Financial, Credit, Operational, Cultural, Technological…
Even the “smartest” risk/insurance/finance professionals are prone to denial (based upon belief systems formed during the pre-Digital Age) of the nature and scale of the underlying problems. Preferring to look the other way (rather than confront and address issues for which conventional tools/techniques are inadequate – lack requisite variety) and content to prosper from treating symptoms: selling protection (rather than cultivating a “prevention culture); after-the-event, blaming the “unseen” or “unforeseen” as if an event were “unforeseeable”, when it is really a case of asking different, better, questions.
But, with the aid of such beautiful illustrations, increased industry research and the ability of Ontonix to provide on-line access to a (basic) cost-effective complexity tool, the clock is ticking on that particular “game”.
Put simply, WE cannot afford to continue to “license” gambling with our shared futures!
Our Mission is clear. But, before we can develop and deploy innovative solutions to aid our survival, a more in depth and widespread knowledge is required. Isn’t it ironic that, to resolve the problem of excessive complexity, one first needs sufficient complexity [knowledge; problem-solving capability] to simplify the problem(s) and create resilience, before adding more complexity!!!
But such is the nature and history of innovation…AND THIS TIME ONTONIX PROVIDE THE MEANS TO ENSURE THAT FAILURE OR COLLAPSE ON A GLOBAL SCALE CAN BE AVOIDED.