| Frame creation resolves complex problems in nine steps |
29 |
| Challenges are now open, complex, dynamic, and networked |
27 |
| Cynefin framework helps interpret systems |
24 |
| Design practice can address open, complex, dynamic, networked challenges |
22 |
| Wicked problems are difficult or impossible to solve |
19 |
| Coevolution simultaneously develops the formulation of and solution to a problem |
18 |
| Complex networks have unique topological features |
18 |
| Faint signals are whispers from the future |
18 |
| Complex systems are characterized by VUCA |
14 |
| Complex systems exhibit emergent behavior |
13 |
| Power Law distributions |
12 |
| Reframing shifts perspective to see things in a new way |
12 |
| Simple rules tame complexity |
12 |
| 1% is Halfway |
11 |
| Open problems have unclear or permeable borders |
11 |
| Complex problems have many interconnected elements |
10 |
| Networked problems influence each other |
10 |
| Wicked learning environments prevent learning |
10 |
| Complex problems require new thinking |
9 |
| Dynamic problems add elements and shift connections over time |
9 |
| Solutions to complex problems are based on pattern recognition |
9 |
| Solving complex problems avoids simplification |
9 |
| Systems Theory studies the relationships and structure of systems |
9 |
| Understanding the systemic structure is powerfully generative |
9 |
| Antifragile Systems become stronger with shocks |
8 |
| Antifragile systems are configured for adaptability |
8 |
| Leadership becomes more important with increasing complexity |
8 |
| Inquiry into complex issues is seldom rewarded |
8 |
| Systems thinking accounts for events, structure, and behavior (over time) |
8 |
| Disruptive innovations are complex |
7 |
| Flexibility, simplicity and adaptability are simple rules of movements |
7 |
| One or two high leverage behaviors produce maximum change |
7 |
| Solutions to complex problems are rooted in context |
7 |
| Appraisal of a complex problem’s context is objective |
6 |
| Bright spots show positive deviance |
6 |
| Checklists ensure success in complex conditions |
6 |
| Concept Networks are the building blocks of thoughts processes |
6 |
| Large systems tend to disintegrate during development |
6 |
| Complex problems can be solved at the periphery |
5 |
| Globalization is a complex system |
5 |
| Maps of connectivity reveal strategic dynamics |
5 |
| Solutions to complex problems depend on creation of themes |
5 |
| Solving complex problems requires intentional follow-through |
5 |
| Solving complex problems requires understanding the context |
5 |
| Wicked problems can only be addressed by systems thinking |
5 |
| Effects of interventions in systems of dynamic complexity are not immediately obvious |
5 |
| Admitting uncertainty is not necessarily indicative of lack of expertise |
4 |
| Solutions to complex problems depends on a clear frame |
4 |
| Trailblazers amplify weak signals |
4 |
| Solving complex problems requires having the right participants |
3 |
| Solving complex problems requires laying considerable groundwork |
3 |