Managing Complexity in Social Systems : Leverage Points for Policy and Strategy

This book explores how to manage complexity in a highly interconnected world. How can complexity be managed when it cannot be reduced? From organizational addiction to market failure, from limits to growth to the rebound effect, from tragedy of the commons to path dependence, answers are anything but trivial, and can only be found by combining insights from complexity science, system dynamics, system theory and systems thinking. This book bridges the gap between rigorous science and real-life experience to explore the potential and limitations of systems archetypes and their leverage points in implementing effective policies and strategies. It is grounded in Jay Forrester’s language of stock and flow diagrams to address issues of circular causality and causal loops in social systems. The second edition has been completely updated, revised, and extended to thoroughly analyze super wicked problems such as global climate change, climate neutrality, and extremely rapid spread of epidemics. Furthermore, it offers a novel integration of Peter Senge’s concept of systems archetypes with Horst Rittel’s concept of wicked problems. “This text is an important contribution to an emerging field of thought. I have enjoyed and benefitted from reading this text; you will also.”Dennis L. Meadows, Emeritus Professor of Systems Management, University of New Hampshire, USA“This book looks at the world from a different, yet very effective vantage point: the systemic perspective… The author delivers a perfect introduction to systemic thinking, – unorthodox, insightful and practical.” Markus Schwaninger, Emeritus Professor of Management, University of St.Gallen, Switzerland