Last updated 9/2014MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHzLanguage: English | Size: 496.62 MB | Duration: 3h 3m

Navigating a complex world

What you'll learn

By the end of this course you should be equipped with the knowledge to lead organizations within volatile and complex environments

Requirements

Being an introductory course no prior knowledge of complex systems is require (although it would be a bonus) all that is needed is a basic understanding of management/economics and a solid grasp of the English language.

Description

We live in interesting s as on the one hand our industrial age systems of organization are ending their life cycle and on the other globalization and information technology are enabling the emergence of new forms of organization, this transition is in turn driving a fundamental transformation in our theory and methods of management, one that goes beyond our traditional paradigm designed for dealing with relatively static hierarchical organizations within relatively stable environments, to more complex networked organizations that are adapted to operating in a so called VUCA world of volatility, uncertainty and rapid change driven by innovation. This course is a first of its kind brig together some of the latest ideas from complexity theory and emeg approaches to the management of complex organizations. During this course we will explore many of these new ideas including, network organizations, co-evolution, co-creation of value, systems thinking, agile development, and the adaptive cycle to name just a few. Complex systems and systems thinking We will start this section with an overview to complex systems theory, talking briefly about systems thinking and what exactly a complex system is, with some examples. Following on from this, we will take an introduction to the basic concepts from complexity theory, that we will be using throughout the rest of the course such as self-organization, networks, evolution, systems and more. Complex environment of the 21st century It is often said that we live in an increasingly complex world, the pace of change, the degree of connectivity and the scale of operations are leading to rapidly escalating complexity in many domains. The aim of this section is to give you an overview to the main forces that are shaping the complex environment within which organizations have to operate in the 21st century. We will try to untangle and understand the underlying drivers that are causing this volatile environment of heightened complexity. The VUCA framework The net result of the complex environment that we explored in the previous section is what the business world calls VUCA. VUCA is an acronym for volatility, uncertainty, complexity and ambiguity; it captures the most salient challenges faced by leaders operating in complex environments. In this section we introduce the concept of VUCA and give an overview to navigating these challeg environments. Networked organizations The environment within which organizations operate has become greatly more complex over the past few decades. In the face of this our industrial model of organization that was design for operation within a very different environment is showing its limitation across a number of dimensions. In response to this is emeg a new type of organization that goes beyond the industrial age model, enabled by information technology, it is networked in structure, collaborative by nature, open and self-organizing. In this module we explore the DNA of these new forms of organization contrasting them with our more traditional form to understand their key features and finish by discuss approaches to managing them. Complex project management In this module we will see how a very different approach to our traditional linear project management methods are needed when projects reach a high degree of complexity. We will look at the methods presented by complexity management that are designed for managing large projects, under volatile and uncertain condition, within this paradigm projects are seen less as a set of linear stages to be completed and more as complex adaptive systems that evolve over .

Overview

Lecture 1 Course overview

Section 1: Complexity and management: an overview

Lecture 2 Module overview

Lecture 3 Complexity theory an overview

Lecture 4 Complex systems: Key concepts

Lecture 5 Reductionism and our traditional approach to management

Lecture 6 Overview to the management of complex systems

Section 2: Complex environments

Lecture 7 Module introduction

Lecture 8 The process of globalization

Lecture 9 Information & Knowledge society

Lecture 10 The paradigm of sustainability

Section 3: Navigating a VUCA world

Lecture 11 Module introduction

Lecture 12 The VUCA world

Lecture 13 Volatility; Uncertainty; Complexity; Ambiguity

Section 4: Complex oganizations

Lecture 14 Module introduction

Lecture 15 The DNA of collaborative organisations

Lecture 16 Peer production the new business model

Lecture 17 Managing peer network organizations

Section 5: Complex Project Management

Lecture 18 Module introduction

Lecture 19 Complex project management: an overview

Lecture 20 Wicked problems

Lecture 21 Agile Project Management

This course is designed for anyone interested in the management of complex systems, it will be of particular relevance to those in the areas of business management and public policy making

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