Towards the idea that complexity IS a theory of change

Chris Corrigan

While that is helpful for situations in which you have a high degree of control and influence, and in which the nature of the problem is well ordered and predictable, these are not useful with complex emergent problems. They are non-linear, unpredictable and emergent.

2018 102

Moving in a direction

Chris Corrigan

Its not the linear project managers that are the problem. Conditioned to planning and implementing in this linear fashion, many organizations get flummoxed when they confront a problem with no obvious solution and no clear pathway forward.

2018 80

Working with principles: some thoughts and an exercise

Chris Corrigan

Patterns are the emergent results of repeated interactions between actors around attractors and within boundaries. To make change in a complex system therefore, we are looking to shift interactions between people and parts of a system to create a beneficial shift in the emergent patterns.

2018 87

Non-Duality Dude: A One-Act Play

How to Save the World

That sense of separation emerges in humans at a very young age and is then reinforced by others suffering from the same illusion of separateness, for their entire life. image from Pixabay, CC0. Scene One: Mid-afternoon, summer. The main floor of a small, open concept house.

2018 57

How complexity principles can inform participatory process design

Chris Corrigan

Avoid creating processes that assume casualty going forward; don’t make plans that are based on linear chains of events that take us from A to B. The notion of “emergence” is used to describe this aspect. That is the way to address an emergent phenomenon.

2018 46