Resilience – Integration and Implementation Insights

Fifteen characteristics of complex social systems

May 31, 2021March 17, 2020

By Hamilton Carvalho

Author - Hamilton Carvalho — Hamilton Carvalho (biography)

What is it about complex social systems that keeps reproducing old problems, as well as adding new ones? How can public policy move away from what I call the Mencken Syndrome (in reference to a quotation from American journalist Henry Mencken) – that is, continually proposing clear and simple solutions to complex social problems – that are also wrong!

With this goal in mind, I have compiled a list of fifteen major characteristics of complex social systems based on the system dynamics and complexity sciences literatures, as well as my own research.

How can resilience benefit from planning?

August 11, 2023January 28, 2020

By Pedro Ferreira

author - pedro-ferreira — Pedro Ferreira (biography)

Improved resilience can contribute to the ability to deal with unknown unknowns. Dealing with uncertainty is also at the core of every planning activity. The argument put forward here is that planning processes should be considered a cornerstone for any given resilience approach. An outline of planning and resilience is given, before presenting fundamental aspects of planning that should be strengthened within a resilience strategy.

Planning

From attempting to do as much as possible within a day’s work, to launching rockets into space or managing a nation, everything requires planning. The backbone of planning is widely recognised to be a more or less complex and distributed decision-making process that establishes priorities for the allocation of resources and attempts to reduce (down to levels deemed acceptable) uncertainty associated with the pursuit of such priorities.

Accountability and adapting to surprises

August 11, 2023August 27, 2019

By Patricia Hirl Longstaff

Image of Patricia Hirl Longstaff — Patricia Hirl Longstaff (biography)

We have all been there: something bad happens and somebody (maybe an innocent somebody) has their career ruined in order to prove that the problem has been fixed. When is blame appropriate? When is the blame game not only the wrong response, but damaging for long-term decision making?

In a complex and adapting world, errors and failure are not avoidable. The challenges decision-makers and organizations face are sometimes predictable but sometimes brand new. Adapting to surprises requires more flexibility, fewer unbreakable rules, more improvisation and deductive tinkering, and a lot more information about what’s going right and going wrong. But getting there is not easy because this challenges some very closely held assumptions about how the world works and our desire to control things.

Let’s not kid ourselves. Sometimes people do really dumb things that they should be blamed for. What we need is to be more discriminating about when finding blame and accountability is appropriate.