fyi. -tom johnson Santa Fe
---------- Forwarded message ---------- From: Emergent Publications <[email protected]> Date: Mon, Oct 7, 2013 at 2:31 PM Subject: Latest issue of the international journal Emergence: Complexity & Organization now available To: "[email protected]" <[email protected]> Dear john591 (john591) I am pleased to announce the publication of the latest issue of 2013 (Volume 15) of the international journal *Emergence: Complexity & Organization - An International Transdisciplinary Journal of Complex Social Systems* <http://emergence.org>. Details of Volume 15 Issue 3 are provided below. For further details (including paper abstracts and free content) please visit: https://emergentpublications.com/ECO/issue_contents.aspx?Volume=15&Issue=3. If you already subscribe to *E:CO* then you can download articles immediately using your username (above) and password. Print issues will be shipped in about 12 days time. If you would like to subscribe to *E:CO*then please visit our secure ordering website at: https://emergentpublications.com/ECO/ordering.aspx. Please note that content can be purchased on a per-paper basis - just click on the 'buy' icon to add any paper to your shopping cart. Finally, the ongoing publication of E:CO relies heavily on continued support through subscriptions, especially institutional subscriptions. Please encourage your institution / company to subscribe to E:CO. Kindest regards, Kurt Richardson *E:CO Managing Editor* Editorial Complexity, Creative Destruction And Power Laws (vii-xi) *Peter M. Allen*Papers *Re-Conceptualizing Agile Information Systems Development using Complex Adaptive Systems Theory (1-23)* *Ghada Alaa & Guy Fitzgerald* Complex adaptive systems (CAS) theory characterizes the role of emergence in the world of frequent and continuous change. In the context of information systems (IS) CAS can help conceptualize the phenomenon of IS emergence. In this domain agile development methods were introduced to address speed and the problems of change in IS development. The paper provides a review of agile development practices and their interpretation from a CAS perspective. It is concluded that IS emergence can be realized by engaging development teams through agile practices that are found to support CAS concepts. It is also found that some CAS principles have not been fully realized in current agile methods highlighting possible areas of improvement. Based on this analysis a detailed framework is derived to outline emergence mechanisms in IS development in general. The framework as grounded in CAS theory provides cornerstone elements towards a generic IS emergence theory we refer to as Complex Adaptive Information Systems (CAIS). *Leadership And Decision-Making In Team-Based Organizations: A Model Of Bounded Chaotic Cycling In Emerging System States (24-54)* *Donald L. Gilstrap* This article discusses the results of both intrinsic and instrumental case study investigations of team-based leadership and decision-making in an Association of Research Libraries (ARL) institution undergoing dramatic change and restructuring activities. Since team-based models were used extensively within the organization, systems theory is introduced. Chaos theory is next explained as a more robust theoretical framework for analyzing and describing the turbulence and rapid changes encountered by individuals attempting to make sense of these organizational shifts at both the micro and macro levels. Findings of this research suggest that a paradox occurs during periods of restructuring activities in organizations going through significant change: 1) models which are alternatives to traditional hierarchical bureaucracies are necessary for organizations to break from the status quo when confronted with the need for rapid and inclusive decision-making, and 2) organizational structures heavily influenced by self-organizing teams go through recursive phases of expansion, leading to unbounded chaos in leadership and decision-making processes. Employees identified a lack of individual accountability in team-based decision-making, the challenges of leadership at the individual level, and the need for defined supervisory roles were all issues to be addressed for the continued, successful evolution of the organization. As a result of these findings, the author then introduces an iterative, phase state model of chaotic cycling in emerging system states. This model focuses on bounded chaotic systems that blend self-organization with structural feedback mechanisms in leadership and decision-making processes. *Understanding Contextual Intelligence: A Critical Competency For Today’s Leaders (55-80)* *Matthew R. Kutz & Anita Bamford-Wade* Today’s leadership landscape is dynamic and challenging. Earlier theories and assumptions appear to be inadequate and over simplistic in their ability to flex with the volatility and complexity of organizations which function in a knowledge economy at a local, national and global level. This paper offers a working model of contextual intelligence for practitioners, which extends the non-Newtonian-based leadership paradigms by integrating the principles of tacit knowledge, synchronicity and time orientation: essential competencies for today’s leaders. *‘KNOW WHY’ Thinking as a New Approach to Systems Thinking (81-93)* *Kai Neumann* This paper is on the background of so-called KNOW WHY Thinking—a systemic approach that can be used to reflect on all kinds of complex situations. The approach is based on evolutionary logic, according to which everything in the world, whether it is a product, an organization, a project or an individual needs to both adapt and develop in order to be successful. It needs to adapt to its environment and surrounding circumstances: this is referred to as its need for integration. It also needs to develop with the changing environment and in many cases also beat out the competition: this is referred to its need for development. While many systems theories describe how certain systems work, this approach describes why they work and also why other systems do not. This paper provides a range of examples illustrating this. One very useful way of applying this mode of reflection is using it to explain the motivation of human behavior. Humans either act based on rationality and discipline, or they are motivated by feelings. All our feelings can be categorized into two groups: they either help us to integrate into our environment or to develop so that we can adapt to changes or compete with others. No human emotion exists that cannot be categorized into one of these two groups: we follow evolutionary logic. Reflecting on human behavior in this way allows us to understand other—in many cases contradictory—approaches that explain human motivation. Both the KNOW WHY of success (of systems) and the KNOW WHY of human behavior can be used to reflect on our daily challenges. Together with a cause and effect modeling tool, all of the ideas and principles behind KNOW WHY can be applied as the so-called KNOW WHY Method. This method helps you to include the crucial factors within a model. Not only is this approach very powerful—it is easy to use, and therefore has the potential of being applied by many more people than other, rather complicated and abstract systems approaches are. *How to Choose Between Policy Proposals: A Simple Tool Based on Systems Thinking and Complexity Theory (94-120)* *Steven E. Wallis* Complexity and systems approaches can be applied for the creation and evaluation of policy proposals. However, those approaches are difficult to learn and use. Therefore, those conceptual tools are not available to the general public. If citizens were able to analyze policies for themselves with relative ease, they would gain a powerful tool for choosing and improving policy. In this paper, I present a relatively simple method that can be used to measure the structure (complexity and co-causal relationships) of competing policies. I demonstrate this method by conducting a detailed comparison of two economic policies that have been put forth by competing political parties. The results show clear differences between the policies that are not visible through other forms of analysis. Thus, this method serves as a “David’s sling”—a simple tool that can empower individuals and organization to have a greater influence on the policy process. Complexity And Philosophy *Re-Imagining Emergence: Part 2 (121-138)* *Jeffrey A. Goldstein* Classic Paper *Downward Causation In Hierarchically Organized Biological Systems (139-151) * *Jeffrey A. Goldstein* Forum *Adjacent Opportunities: Social Emergence—Aligning Interaction And Intention (152-155)* *Ron Schultz* -- ========================================== J. T. Johnson Institute for Analytic Journalism -- Santa Fe, NM USA<http://www.analyticjournalism.com/> 505.577.6482(c) 505.473.9646(h) Twitter: jtjohnson http://www.jtjohnson.com [email protected] ==========================================
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