Smart Cities are hailed to be the ethnographical and geographical change of current times. Promoted as the means to change not only the way our rapidly growing urban areas function, but also more importantly held to the somewhat blinding accolade as holding the means to change our lives, not just now but for the future too.
‘What gets measured gets done’ is an old and familiar phrase. If we pay attention to product or patient safety then those measures improve. But over what time frame does this hold true? And is it the measures or the safety that gets better?
Here, in the video and transcript) below, John Atkinson in conversation with Stacey Hale at Design4Emergence, discusses Complexity in Systems. Answering questions such as: Any advice on keeping work in a complex ecosystem within manageable boundaries? True or false: “There are no best practices.” How do you put people at ease in a world obsessed with big data? You’re not saying to abandon strategy? Are you talking about designing an attractor? What do you say to a brand new consultant who wants to apply the Big Five of living systems to an organizational problem to create change? How much does it matter that people know that you’re pulling from the principles of biological systems to design organizational change?
When we think of our world all too often we think of it, ourselves, and our systems as an ordered thing. We make these maps, in our minds and in the minds of our organisations as places made up of ordered linear, perhaps even hierarchical constructs of straight lines and hard edges. An image we try to understand, but that in no real way reflects the nature of reality.
For reality is far different, it’s dynamic, it shifts, and it’s not straight at all. Much is invisible, and what we see is simply a glimpse of a surface of what may be true. Nature is astounding both in its complexity and in its simplicity. It is one.
Those boundaries we draw or even perhaps feel are in fact just constructs of our mechanical minds in a world craving order from chaos. But what if, Watts asks, those boundaries don’t even exist at all?
‘Reality is a marvellous system of wiggles’. And trying to straighten them out to fit into our need for order simply creates a false map that is no reality at all. (Introduced by Emma Loftus)
When we think about operating in systems, doing systems thinking, we seek to find and understand how systems work and how we may work within them. But of course there is another question we need to ask when considering this way of thinking. And that something is why? Why do we need to think in this holistic tangled way in the first place? When for the most, our lives and the organisations, tasks, roles and people within them, function perfectly well in the very lightness of thinking that is simple and linear, A to B thinking. (By Emma Loftus)
By John Atkinson. If we genuinely believe the world to be a complex place, we need to consciously embrace that complexity, not suppress it. Once we do this, we realise we cannot resolve our activity into standardised processes without forever generating unintended consequences to our actions. Recognising the world we live in as a complex environment doesn’t allow us to control it
Here are some sound pieces of advice: the more you know about a system, the better you are at predicting its behavior. If you want a large outcome, then put a large amount of effort into the process. For the best execution, plan ahead. These are all powerful strategies – but only if you are dealing with a linear system. For a complex system, this approach spells disaster