Tuesday, March 7, 2018 | 2:00pm-3:30pm | Room 337, HSBC Business School Building

Abstract

Global challenges and local problems can no longer be viewed and ‘solved’ with disciplinary sciences and the 17th century reductionist mind-sets. Leaders and decision makers need to understand complexity and how to deal with it in the multi-actor, multi-agency scenarios that predominate today. In today’s exceedingly connected and dynamic world, most decisions are complex and require engaging with multiple stakeholders representing diverse sectors and competing interests, often under uncertain and adversarial conditions. Worse, systemic delays and feedback cycles embedded in complex systems muddle decisions and their anticipated outcomes, causing adverse and unintended consequences.  According to the Australian Commissioner, “Tackling wicked problems requires thinking that is capable of grasping the big picture, including the interrelationships among the full range of causal factors underlying them. They often require broader, more collaborative, and innovative approaches.”  Yet, despite sophisticated technology and seasoned manager, business and government decisions – everywhere - are fraught with failures and adverse consequences. The impacts of these decisions undermine the economy, the environment, the society, and the communities - locally and globally.