Managing Complexity in Social Systems: Leverage Points for Policy and Strategy
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2023
|
| Ausgabe: | 2nd ed |
| Schriftenreihe: | Management for Professionals Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (249 Seiten) |
| ISBN: | 9783031302220 |
Internformat
MARC
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| 100 | 1 | |a Mandl, Christoph |d 1948- |e Verfasser |0 (DE-588)137424949 |4 aut | |
| 245 | 1 | 0 | |a Managing Complexity in Social Systems |b Leverage Points for Policy and Strategy |
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| 264 | 1 | |a Cham |b Springer International Publishing AG |c 2023 | |
| 264 | 4 | |c ©2023 | |
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| 490 | 0 | |a Management for Professionals Series | |
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| 505 | 8 | |a Intro -- Foreword to the First Edition -- Preface to the Second Edition -- References -- Praise for Managing Complexity in Social Systems -- Contents -- About the Author -- 1 Preface: Scientific Journey into a Strange Paradigm -- References -- Part I From Logic to Circular Causality -- 2 Perceiving Events, Patterns, and Structure -- Perceiving Events -- Perceiving Patterns -- Perceiving Structures -- References -- 3 Equilibrium, Resilience, and Emergence -- Equilibrium -- Resilience -- Emergence -- References -- 4 Prediction, Butterfly Effect, and Decision-Making -- Butterfly Effect -- Scenario Analysis -- Decision-Making -- References -- Part II Describing and Understanding Dynamics of Social Systems -- 5 Language, Syntax, and Semantics for Describing Dynamics of Systems -- Stocks -- Flows -- Elements and Constants -- Positive and Negative Causal Links -- Reinforcing and Balancing Causal Loops -- Circular Causality -- Delays -- Sources and Sinks -- Structures of Systems -- References -- 6 Stock-Flow Failure: Climate Neutrality and Net-Zero Emissions -- References -- 7 Leverage Points: A Paradigm Shift in Governance -- Level of Stocks -- Size of Flows -- Length of Delays -- Strength of Balancing Causal Loops -- Duration of Reinforcing Causal Loops -- Information as Causal Links -- Rules and Structure of the System -- Sources and Sinks -- References -- 8 Tame, Wicked, and Super Wicked Systems Archetypes -- References -- Part III Managing Tame Systems Archetypes -- 9 Deterministic Chaos: Locust Plagues and Price Dynamics of Commodities -- References -- 10 Shifting the Burden: When Organizations Become Addicted -- Maintenance and Repair -- Outsourcing -- Nosocomial Infection -- References -- 11 Accidental Adversaries: The Enigma of Sustained Cooperation -- References -- 12 Adaptation: Invisible Hand, Breastfeeding, and Eroding Goals | |
| 505 | 8 | |a Invisible Hand -- Breastfeeding -- Eroding Goals -- References -- 13 Escalation: Dynamics of Mutual Distrust -- References -- Part IV Managing Wicked Systems Archetypes -- 14 Growth and Underinvestment: Aligning Performance and Resources -- References -- 15 Policy Resistance: Rebound Effect and Other Fixes that Fail -- Downs-Thomson Paradox -- Rebound Effect or Jevons Paradox -- The Debt Trap -- References -- 16 Limits to Growth and Attractiveness Principle -- Attractiveness Principle -- References -- 17 Diffusion of Innovations: Spreading New Ideas and Technology -- Bass Model -- SIR Model -- References -- Part V Managing Super Wicked Systems Archetypes -- 18 Information Asymmetry: When Markets Fail -- Used Cars Market -- Securities Market -- References -- 19 Tragedy of the Commons: There Ain't no Such Thing as a Free Lunch -- Tragedy of an IT Department -- Tragedy of the Atlantic Cod -- Tragedy of the Easter Island -- Coping with the Tragedy of the Commons -- References -- 20 Path Dependence: Segregation, Increasing Returns, and Success to the Successful -- Segregation -- Increasing Returns -- Success to the Successful -- Coping with Path Dependence -- References -- 21 Epidemics: Out of Control -- Covid-19 -- Policy Implications -- References -- 22 Conclusion: Governance and Management in the 21st Century -- Acknowledging the Great Acceleration -- Perceiving Structure of Social Systems -- Accepting the Butterfly Effect -- Addressing Systems Archetypes -- Focusing on Symptoms' Causes -- Crafting Flexibility -- References -- Index | |
| 650 | 4 | |a Management | |
| 650 | 4 | |a Social systems | |
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Datensatz im Suchindex
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|---|---|
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| author | Mandl, Christoph 1948- |
| author_GND | (DE-588)137424949 |
| author_facet | Mandl, Christoph 1948- |
| author_role | aut |
| author_sort | Mandl, Christoph 1948- |
| author_variant | c m cm |
| building | Verbundindex |
| bvnumber | BV049876093 |
| collection | ZDB-30-PQE |
| contents | Intro -- Foreword to the First Edition -- Preface to the Second Edition -- References -- Praise for Managing Complexity in Social Systems -- Contents -- About the Author -- 1 Preface: Scientific Journey into a Strange Paradigm -- References -- Part I From Logic to Circular Causality -- 2 Perceiving Events, Patterns, and Structure -- Perceiving Events -- Perceiving Patterns -- Perceiving Structures -- References -- 3 Equilibrium, Resilience, and Emergence -- Equilibrium -- Resilience -- Emergence -- References -- 4 Prediction, Butterfly Effect, and Decision-Making -- Butterfly Effect -- Scenario Analysis -- Decision-Making -- References -- Part II Describing and Understanding Dynamics of Social Systems -- 5 Language, Syntax, and Semantics for Describing Dynamics of Systems -- Stocks -- Flows -- Elements and Constants -- Positive and Negative Causal Links -- Reinforcing and Balancing Causal Loops -- Circular Causality -- Delays -- Sources and Sinks -- Structures of Systems -- References -- 6 Stock-Flow Failure: Climate Neutrality and Net-Zero Emissions -- References -- 7 Leverage Points: A Paradigm Shift in Governance -- Level of Stocks -- Size of Flows -- Length of Delays -- Strength of Balancing Causal Loops -- Duration of Reinforcing Causal Loops -- Information as Causal Links -- Rules and Structure of the System -- Sources and Sinks -- References -- 8 Tame, Wicked, and Super Wicked Systems Archetypes -- References -- Part III Managing Tame Systems Archetypes -- 9 Deterministic Chaos: Locust Plagues and Price Dynamics of Commodities -- References -- 10 Shifting the Burden: When Organizations Become Addicted -- Maintenance and Repair -- Outsourcing -- Nosocomial Infection -- References -- 11 Accidental Adversaries: The Enigma of Sustained Cooperation -- References -- 12 Adaptation: Invisible Hand, Breastfeeding, and Eroding Goals Invisible Hand -- Breastfeeding -- Eroding Goals -- References -- 13 Escalation: Dynamics of Mutual Distrust -- References -- Part IV Managing Wicked Systems Archetypes -- 14 Growth and Underinvestment: Aligning Performance and Resources -- References -- 15 Policy Resistance: Rebound Effect and Other Fixes that Fail -- Downs-Thomson Paradox -- Rebound Effect or Jevons Paradox -- The Debt Trap -- References -- 16 Limits to Growth and Attractiveness Principle -- Attractiveness Principle -- References -- 17 Diffusion of Innovations: Spreading New Ideas and Technology -- Bass Model -- SIR Model -- References -- Part V Managing Super Wicked Systems Archetypes -- 18 Information Asymmetry: When Markets Fail -- Used Cars Market -- Securities Market -- References -- 19 Tragedy of the Commons: There Ain't no Such Thing as a Free Lunch -- Tragedy of an IT Department -- Tragedy of the Atlantic Cod -- Tragedy of the Easter Island -- Coping with the Tragedy of the Commons -- References -- 20 Path Dependence: Segregation, Increasing Returns, and Success to the Successful -- Segregation -- Increasing Returns -- Success to the Successful -- Coping with Path Dependence -- References -- 21 Epidemics: Out of Control -- Covid-19 -- Policy Implications -- References -- 22 Conclusion: Governance and Management in the 21st Century -- Acknowledging the Great Acceleration -- Perceiving Structure of Social Systems -- Accepting the Butterfly Effect -- Addressing Systems Archetypes -- Focusing on Symptoms' Causes -- Crafting Flexibility -- References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC7245715 (ZDB-30-PAD)EBC7245715 (ZDB-89-EBL)EBL7245715 (OCoLC)1378722808 (DE-599)BVBBV049876093 |
| dewey-full | 658.4092 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4092 |
| dewey-search | 658.4092 |
| dewey-sort | 3658.4092 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2nd ed |
| format | Electronic eBook |
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| id | DE-604.BV049876093 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T15:18:34Z |
| institution | BVB |
| isbn | 9783031302220 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035215543 |
| oclc_num | 1378722808 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (249 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Management for Professionals Series |
| spelling | Mandl, Christoph 1948- Verfasser (DE-588)137424949 aut Managing Complexity in Social Systems Leverage Points for Policy and Strategy 2nd ed Cham Springer International Publishing AG 2023 ©2023 1 Online-Ressource (249 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for Professionals Series Description based on publisher supplied metadata and other sources Intro -- Foreword to the First Edition -- Preface to the Second Edition -- References -- Praise for Managing Complexity in Social Systems -- Contents -- About the Author -- 1 Preface: Scientific Journey into a Strange Paradigm -- References -- Part I From Logic to Circular Causality -- 2 Perceiving Events, Patterns, and Structure -- Perceiving Events -- Perceiving Patterns -- Perceiving Structures -- References -- 3 Equilibrium, Resilience, and Emergence -- Equilibrium -- Resilience -- Emergence -- References -- 4 Prediction, Butterfly Effect, and Decision-Making -- Butterfly Effect -- Scenario Analysis -- Decision-Making -- References -- Part II Describing and Understanding Dynamics of Social Systems -- 5 Language, Syntax, and Semantics for Describing Dynamics of Systems -- Stocks -- Flows -- Elements and Constants -- Positive and Negative Causal Links -- Reinforcing and Balancing Causal Loops -- Circular Causality -- Delays -- Sources and Sinks -- Structures of Systems -- References -- 6 Stock-Flow Failure: Climate Neutrality and Net-Zero Emissions -- References -- 7 Leverage Points: A Paradigm Shift in Governance -- Level of Stocks -- Size of Flows -- Length of Delays -- Strength of Balancing Causal Loops -- Duration of Reinforcing Causal Loops -- Information as Causal Links -- Rules and Structure of the System -- Sources and Sinks -- References -- 8 Tame, Wicked, and Super Wicked Systems Archetypes -- References -- Part III Managing Tame Systems Archetypes -- 9 Deterministic Chaos: Locust Plagues and Price Dynamics of Commodities -- References -- 10 Shifting the Burden: When Organizations Become Addicted -- Maintenance and Repair -- Outsourcing -- Nosocomial Infection -- References -- 11 Accidental Adversaries: The Enigma of Sustained Cooperation -- References -- 12 Adaptation: Invisible Hand, Breastfeeding, and Eroding Goals Invisible Hand -- Breastfeeding -- Eroding Goals -- References -- 13 Escalation: Dynamics of Mutual Distrust -- References -- Part IV Managing Wicked Systems Archetypes -- 14 Growth and Underinvestment: Aligning Performance and Resources -- References -- 15 Policy Resistance: Rebound Effect and Other Fixes that Fail -- Downs-Thomson Paradox -- Rebound Effect or Jevons Paradox -- The Debt Trap -- References -- 16 Limits to Growth and Attractiveness Principle -- Attractiveness Principle -- References -- 17 Diffusion of Innovations: Spreading New Ideas and Technology -- Bass Model -- SIR Model -- References -- Part V Managing Super Wicked Systems Archetypes -- 18 Information Asymmetry: When Markets Fail -- Used Cars Market -- Securities Market -- References -- 19 Tragedy of the Commons: There Ain't no Such Thing as a Free Lunch -- Tragedy of an IT Department -- Tragedy of the Atlantic Cod -- Tragedy of the Easter Island -- Coping with the Tragedy of the Commons -- References -- 20 Path Dependence: Segregation, Increasing Returns, and Success to the Successful -- Segregation -- Increasing Returns -- Success to the Successful -- Coping with Path Dependence -- References -- 21 Epidemics: Out of Control -- Covid-19 -- Policy Implications -- References -- 22 Conclusion: Governance and Management in the 21st Century -- Acknowledging the Great Acceleration -- Perceiving Structure of Social Systems -- Accepting the Butterfly Effect -- Addressing Systems Archetypes -- Focusing on Symptoms' Causes -- Crafting Flexibility -- References -- Index Management Social systems Erscheint auch als Druck-Ausgabe Mandl, Christoph E. Managing Complexity in Social Systems Cham : Springer International Publishing AG,c2023 9783031302213 |
| spellingShingle | Mandl, Christoph 1948- Managing Complexity in Social Systems Leverage Points for Policy and Strategy Intro -- Foreword to the First Edition -- Preface to the Second Edition -- References -- Praise for Managing Complexity in Social Systems -- Contents -- About the Author -- 1 Preface: Scientific Journey into a Strange Paradigm -- References -- Part I From Logic to Circular Causality -- 2 Perceiving Events, Patterns, and Structure -- Perceiving Events -- Perceiving Patterns -- Perceiving Structures -- References -- 3 Equilibrium, Resilience, and Emergence -- Equilibrium -- Resilience -- Emergence -- References -- 4 Prediction, Butterfly Effect, and Decision-Making -- Butterfly Effect -- Scenario Analysis -- Decision-Making -- References -- Part II Describing and Understanding Dynamics of Social Systems -- 5 Language, Syntax, and Semantics for Describing Dynamics of Systems -- Stocks -- Flows -- Elements and Constants -- Positive and Negative Causal Links -- Reinforcing and Balancing Causal Loops -- Circular Causality -- Delays -- Sources and Sinks -- Structures of Systems -- References -- 6 Stock-Flow Failure: Climate Neutrality and Net-Zero Emissions -- References -- 7 Leverage Points: A Paradigm Shift in Governance -- Level of Stocks -- Size of Flows -- Length of Delays -- Strength of Balancing Causal Loops -- Duration of Reinforcing Causal Loops -- Information as Causal Links -- Rules and Structure of the System -- Sources and Sinks -- References -- 8 Tame, Wicked, and Super Wicked Systems Archetypes -- References -- Part III Managing Tame Systems Archetypes -- 9 Deterministic Chaos: Locust Plagues and Price Dynamics of Commodities -- References -- 10 Shifting the Burden: When Organizations Become Addicted -- Maintenance and Repair -- Outsourcing -- Nosocomial Infection -- References -- 11 Accidental Adversaries: The Enigma of Sustained Cooperation -- References -- 12 Adaptation: Invisible Hand, Breastfeeding, and Eroding Goals Invisible Hand -- Breastfeeding -- Eroding Goals -- References -- 13 Escalation: Dynamics of Mutual Distrust -- References -- Part IV Managing Wicked Systems Archetypes -- 14 Growth and Underinvestment: Aligning Performance and Resources -- References -- 15 Policy Resistance: Rebound Effect and Other Fixes that Fail -- Downs-Thomson Paradox -- Rebound Effect or Jevons Paradox -- The Debt Trap -- References -- 16 Limits to Growth and Attractiveness Principle -- Attractiveness Principle -- References -- 17 Diffusion of Innovations: Spreading New Ideas and Technology -- Bass Model -- SIR Model -- References -- Part V Managing Super Wicked Systems Archetypes -- 18 Information Asymmetry: When Markets Fail -- Used Cars Market -- Securities Market -- References -- 19 Tragedy of the Commons: There Ain't no Such Thing as a Free Lunch -- Tragedy of an IT Department -- Tragedy of the Atlantic Cod -- Tragedy of the Easter Island -- Coping with the Tragedy of the Commons -- References -- 20 Path Dependence: Segregation, Increasing Returns, and Success to the Successful -- Segregation -- Increasing Returns -- Success to the Successful -- Coping with Path Dependence -- References -- 21 Epidemics: Out of Control -- Covid-19 -- Policy Implications -- References -- 22 Conclusion: Governance and Management in the 21st Century -- Acknowledging the Great Acceleration -- Perceiving Structure of Social Systems -- Accepting the Butterfly Effect -- Addressing Systems Archetypes -- Focusing on Symptoms' Causes -- Crafting Flexibility -- References -- Index Management Social systems |
| title | Managing Complexity in Social Systems Leverage Points for Policy and Strategy |
| title_auth | Managing Complexity in Social Systems Leverage Points for Policy and Strategy |
| title_exact_search | Managing Complexity in Social Systems Leverage Points for Policy and Strategy |
| title_full | Managing Complexity in Social Systems Leverage Points for Policy and Strategy |
| title_fullStr | Managing Complexity in Social Systems Leverage Points for Policy and Strategy |
| title_full_unstemmed | Managing Complexity in Social Systems Leverage Points for Policy and Strategy |
| title_short | Managing Complexity in Social Systems |
| title_sort | managing complexity in social systems leverage points for policy and strategy |
| title_sub | Leverage Points for Policy and Strategy |
| topic | Management Social systems |
| topic_facet | Management Social systems |
| work_keys_str_mv | AT mandlchristoph managingcomplexityinsocialsystemsleveragepointsforpolicyandstrategy |