Innovation on Complex Challenges - IIMHL...Innovation on Complex Challenges Diane Finegood, PhD...
Transcript of Innovation on Complex Challenges - IIMHL...Innovation on Complex Challenges Diane Finegood, PhD...
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Innovation on Complex Challenges
Diane Finegood, PhD
President and CEO, Michael Smith Foundation for Health Research Professor, Simon Fraser University
Accelerating Change Toward Mental Health, Well-Being and Inclusion, Sept 24, 2015
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Assumption: Your challenges look something like this
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Not like this
A B C
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Simple or Complicated Systems Complex Systems
Homogeneous Heterogeneous
Linear Nonlinear
Deterministic Stochastic
Static Dynamic
Independent Interdependent
No feedback Feedback
Not adaptive or self-organizing Adaptive and self organizing No connection between levels or subsystems
Emergence
Types of systems
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Common responses to complex problems
• Retreat
• Despair
• Believe the problem is beyond hope
• Assign blame, figure out who is responsible
• Simple solutions
• Galvanize our collective efforts and invest significant resources
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Solutions to Complex Problems
• Move from “attribution” to “adaptation”
• Support individuals / individuals matter
• Match capacity to complexity
• Set functional goals
• Distribute decision, action, & authority
• Separate simple and complex processes
• Establish networks and teams
• Build authentic trust
• Utilize the relationship between cooperation and competition
• Assess effectiveness
• Act locally, connect regionally and learn globally
• Move from “let it happen” or “make it happen” to help it happen
Adapted from Bar-Yam, Wheatley, Solomon & Flores, Riley, Greenhalgh
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Key Questions for Table Discussion
Think of a particularly wicked problem you are working on:
1. Which of the solutions to complex problems have you tried that worked/didn’t work and why?
2. Which solutions that you haven’t tried will you try to implement?
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Matching Capacity and Complexity
Bar-Yam, Y. Complexity Rising, www.necsi.org
Complexity of Environment
Capacity of Individual
(or Organization)
Fail
Survive
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Build Trust to Reduce Complexity Simple Trust
• Devoid of suspicion, demands no reflection, no conscious choice • Can’t be recovered if it is lost
Authentic Trust • Mature, articulated, carefully considered • Recognizes possibility of betrayal and disappointment • Must be continuously cultivated
Cordial Hypocrisy • Façade of goodwill and congeniality that hides distrust and
cynicism • Destructive to teamwork • Makes honest communication impossible
RC Solomon and F Flores. Building Trust in Business, Politics, Relationships and Life. Oxford University Press, 2001
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Spread of Innovation in Service Organizations
Greenhalgh T. Et al. The Milbank Quarterly, Vol. 82, No. 4, 2004 (pp. 581–629)
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Use Competition to Incent Cooperation
Bar-Yam, Y. COMPLEX SYSTEMS AND SPORTS: Complex Systems insights to building effective teams
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Influencing Emergence • Emergence only happens through connections
• “Act locally, connect regionally, learn globally.”
M Wheatley and D Frieze ©2006, USING EMERGENCE TO TAKE SOCIAL INNOVATIONS TO SCALE
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Key Questions for Table Discussion
Think of a particularly wicked problem you are working on:
1. Which of the solutions to complex problems have you tried that worked/didn’t work and why?
2. Which solutions that you haven’t tried will you try to implement?
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System Levels Ef
fect
iven
ess
Diff
icul
ty
Level Definition
Paradigm Deepest held beliefs
Goals What trying to achieve
Structure Information flows, connectivity, trust
Feedback & delays Self-regulation, reinforcement & adaptation
Structural elements Subsystems, actors, operating parameters
Finegood, DT. The Complex System Science of Obesity. In: The Social Science of Obesity, Ed. J Cawley. Oxford University Press, 2011