Complexity

=Complexity and Wicked Problems =

“When you make the complicated simple, you make it better, but when you make the complex simple, you make it wrong.” (Dave Gray Founder of XPlane﻿ ). __In the Cynefin Complicated Domain: the__ relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge. The assumption is that all knowledge is knowable through research and there is a good solution to any problem, it is just a matter of finding it can be solved. __In the Cynefin Complex Domain the__ relationship between cause and effect can only be perceived in retrospect, not in advance. Attractors and Boundaries replace rules and regulations leading to the //emergence of// patterns of practice, and if these improve the situation, they are supported and encouraged. The term ‘wicked’ describes problems that have incompletely known and contradictory, elements that are interconnected and constantly changing. Purely scientific-rational approach should not be applied to wicked problems because of the lack of a clear problem definition and differing perspectives of stakeholders. The complex nature of wicked problems means that they have better or worse solutions, not right and wrong ones.

** References to the work on Complexity: **  Crawford, K. Hasan, H. Warne, L. Linger, H. (2009) From Traditional Knowledge Management in Hierarchical Organizations to a Network Centric Paradigm for a Changing World, //Emergence: Complexity and Organization//, Vol 11/1**.** [|**http://ro.uow.edu.au/commpapers/677**] Warne, L., Hasan, H. and Linger, H. (2008) Complex Organizations and Information Systems, //Encyclopedia of Information Science and Technology//, Second Edition (8 v) Ed.: M. Khosrow-Pour, IGI Global, Information Science Reference, Hershey, New York, ISBN 978-1-60566-026-4.