Complex adaptive systems are not causal but dispositional in that a false causality is not assumed - instead one works with the system's dispositions; the systems are not causal in the sense of efficient or material cause.
Cluster points are attractors, or the pattersn which form from the interactions of many connected entities." In complexity, attractors are the results, not the cause.
One of the features of Emergence: (2) coherence or correlation (meaning integrated wholes that maintain themselves over some period of time);
A complex system is a system composed of interconnected parts that as a whole exhibit one or more properties (behavior among the possible properties) not obvious from the properties of the individual parts.
A system’s complexity may be of one of two forms: disorganized complexity and organized complexity. In essence, disorganized complexity is a matter of a very large number of parts, and organized complexity is a matter of the subject system (quite possibly with only a limited number of parts) exhibiting emergent properties.
Traditionally, in sociolinguistics, social contexts were defined in terms of objective social variables, such as those of class, gender or race. More recently, social contexts tend to be defined in terms of the social identity being construed and displayed in text and talk by language users.
One of the radical alternatives I and others are working on here is the concept of crews as a way of ritualizing, and formalizing cross silo activity.
A crew works because its members take up roles for which they are trained, and where their expectations of the other roles in the crew is also trained and to a large extent ritualised. This means that people can assemble into a crew without the common forming, norming, storming & performing cycle.
A crew has cognitive capacity beyond the sum of its members, members occupy their roles for limited time periods, with people swapping between roles to allow for continuity. In addition crews can delegate power in context outside of the normal hierarchies.
Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers or simply Crossing the Chasm (1991, revised 1999), is a marketing book by Geoffrey A. Moore that focuses on the specifics of marketing high tech products during the early start up period. Moore's exploration and expansion of the diffusions of innovations model has had a significant and lasting impact on high tech entrepreneurship. In 2006, Tom Byers, Faculty Director of Stanford Technology Ventures Program, described it as "still the bible for entrepreneurial marketing 15 years later". The book's success has led to a series of follow-up books and a consulting company, The Chasm Group.
Culture is the patterning of our interactions with our environment and it is not susceptible to design principles appropriate to the creation of bridges or software programs. In organizations, we want the most efficient systems, on in which each component of the organization is optimized in order that the system as a whole can be optimized. However, human systems are not ordered systems and the path to their optimization is to allow sub-optimal behaviour in parts.
The Cynefin framework has five domains. The first four domains are:
Simple, in which the relationship between cause and effect is obvious to all, the approach is to Sense - Categorise - Respond and we can apply best practice.
Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice.
Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice.
Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice.
The fifth domain is Disorder, which is the state of not knowing what type of causality exists, in which state people will revert to their own comfort zone in making a decision. In full use, the Cynefin framework has sub-domains, and the boundary between simple and chaotic is seen as a catastrophic one: complacency leads to failure. In conclusion, chaos is always transitionary and dynamics are a key aspect.
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