Skip to main content
SpringerLink
Log in

Leadership in Complex Social Systems

  • Chapter
  • First Online:
Book cover Project Management at the Edge of Chaos

  • 1133 Accesses

Abstract

In this chapter, we will elaborate on the basic principles of complex systems, which were developed in the previous chapters, with models for social techniques.

‘Léo goes on about the butterfly’s wing’, Èmeri continued. ‘She says the important thing is to spot the moment it moves. …’

…

Léone had been hit because of the butterfly in Brazil whose wing she had seen move.

Fred Vargas, The Ghost Riders of Ordebec, English by Siân Reynolds

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 49.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 49.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    “Correlated behavior patterns” are behaviors that arise from interactions in which no linear cause-effect relationships occur.

  2. 2.

    Complex equivalences are directly related to motivational schemes and are caused by incongruities: If the motivational scheme is not satisfied, it is expressed by the complex equivalence (you see the appendix “Fundamentals Consistency Theory”).

  3. 3.

    Translation by the authors.

  4. 4.

    DIN is the German Institute for Standardization.

  5. 5.

    Translation by the authors.

  6. 6.

    This is again a form of abstraction, which we use to train intuition, because with bundling, we bundle schemes with similar patterns.

  7. 7.

    We speak of a noun bias when a process and/or one or more behaviors are grouped together in a term, thus losing the underlying process or behaviors.

  8. 8.

    Translation by the authors.

  9. 9.

    Reframing means a reinterpretation or a “new contextualization”, with the aim of avoiding biases and activating mental resources.

  10. 10.

    DIN is the German Institute for Standardization.

  11. 11.

    DIN is the German Institute for Standardization.

  12. 12.

    Here, we adhere to Luhmann, who regards communicative entities as system elements that generate a system, which is independent of the people who trigger this communication.

  13. 13.

    In the following section we will only speak of transformation work, including all three types of intervention.

  14. 14.

    Individuals with the temperament preference “S”, need clear consequences for their fields of action, derived from the system parameters.

Literature

  1. Köhler J, Oswald A (2009) Die Collective Mind Methode. Springer, Heidelberg

    Google Scholar 

  2. Keirsey.com (2016) Keirsey temperament sorter. MBTI questionnaire. www.keirsey.com. Accessed 14 Feb 2016

  3. Dilts RB, DeLozier J, Bacon Dilts D (2010) NLP II – The next generation: enriching the study oft he structure of subjective experience. Meta Publications, Capitola

    Google Scholar 

  4. McAdams DP (2001) The psychology of life stories. Rev Gen Psychol 5(2):100–122

    Article  Google Scholar 

  5. Grawe K (2004) Neuropsychotherapie. Hogrefe, Göttingen

    Google Scholar 

  6. Beck H (2013) Biologie des Geistesblitzes: speed up your mind! Springer Spektrum, Berlin/Heidelberg. Kindle Version

    Book  Google Scholar 

  7. Beck DE, Cowan CC (2007) Spiral dynamics: leadership, Werte und Wandel. J. Kamphausen Verlag & Distribution GmbH, Bielefeld

    Google Scholar 

  8. Peters T, Ghadiri A (2013) Neuroleadership – Grundlagen, Konzepte, Beispiele: Erkenntnisse der Neurowissenschaften für die Mitarbeiterführung. Springer Gabler, Wiesbaden

    Book  Google Scholar 

  9. Edelman GM, Tononi G (2013) Consciousness: how matter becomes imagination. Penguin Press Science, Kindle Version

    Google Scholar 

  10. Wikipedia (2014) Flow (Psychologie). http://de.wikipedia.org/wiki/Flow_%28Psychologie%29. Accessed 5 Dec 2014

  11. Duchmann C, Töpfer A (2013) Neuroleadership der Unternehmenskultur. Zeitschrift Führung + Organisation Schäfer-Poeschel 6:394–403, Stuttgart

    Google Scholar 

  12. Blackmore S (2005) Die Macht der Meme oder die Evolution von Kultur und Geist. Elsevier Spektrum Akademischer Verlag, Munich

    Google Scholar 

  13. Cameron K (2016) Organizational culture assessment instrument. http://www.ocai-online.com/. Accessed 14 Feb 2016

  14. Schneider WE (1999) The reengineering alternative. A plan for making your current culture work. McGraw Hill Book

    Google Scholar 

  15. Oswald A, Köhler J (2013) Schnelles und langsames Denken in Projekten: Zur Beherrschung von Unsicherheit in Projekten, Teil 1. projektManagement aktuell 5:30–36

    Google Scholar 

  16. Oswald A, Köhler J (2014) Schnelles und langsames Denken in Projekten: Zur Beherrschung von Unsicherheit in Projekten, Teil 2. projektManagement aktuell 1:25–31

    Google Scholar 

  17. Kahneman D (2010) Schnelles Denken, Langsames Denken. Siedler Verlag, Munich

    Google Scholar 

  18. Cleese J (2012) John Cleese on Creativity. https://www.youtube.com/watch?v=Qby0ed4aVpo. Accessed 14 Feb 2016

  19. Oswald A, Köhler J (2012) Mit dem Projektnavigator zum Projekterfolg. In: Lang M, Kammerer S, Amberg M (eds) Perfektes IT-Projektmanagement. Symposion Verlag, Dusseldorf, pp 167–192

    Google Scholar 

  20. Keirsey D (1984) Please understand me. Prometheus Nemesis Book Company, Del Mar

    Google Scholar 

  21. Bridges W (1998) Der Charakter von Organisationen. Hogrefe-Verlag, Göttingen

    Google Scholar 

  22. Schein EH (2004) Organizational culture and leadership. Jossey-Bass, San Francisco

    Google Scholar 

  23. Oswald A, Köhler J (2010) Wechselwirkende Organisationen, Teil 1. projektManagement aktuell 5:14–19

    Google Scholar 

  24. Oswald A, Köhler J (2011) Wechselwirkende Organisationen, Teil 2. projektManagement aktuell 1:36–41

    Google Scholar 

  25. Keirsey D (1998) Please understand me II. Prometheus Nemesis Book Company, Del Mar

    Google Scholar 

  26. Sackmann SA (2007) Assessment, evaluation, improvement: success through corporate culture. Bertelsmann Stiftung (eds) Verlag Bertelsmann Stiftung, Gütersloh

    Google Scholar 

  27. Hofstede G, Hofstede GJ (2005) Cultures and organizations. McGraw Hill, New York

    Google Scholar 

  28. Doppler K, Lauterburg C (2008) Change management, 12th edn. Campus Verlag GmbH

    Google Scholar 

  29. Giesen R, Kluczny JW (eds) (2011) Coachingperspektiven. Impulse für die Praxis. DVNLP e.V., Berlin

    Google Scholar 

  30. Satir V, Banmen J, Gerber J, Gomori M (2000) Das Satir-Modell: Familientherapie und ihre Erweiterung. Junfermann Verlag, Paderborn, Buchexzerpt erstellt von Martin Schütz Juni 2007

    Google Scholar 

  31. Mohl A (2010) Der große Zauberlehrling. Das NLP-Arbeitsbuch für Lernende und Anwender. Teil 1 und Teil 2. Junfermann Verlag

    Google Scholar 

  32. Techt U (2015) Projects that Flow: Projekte in kürzerer Zeit. ibidem, Kindle Version

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. IFST – Institute for Social Technologies GmbH, Stolberg, Germany

    Alfred Oswald

  2. BASF SE, Ludwigshafen, Germany

    Jens Köhler

  3. Weinheim, Germany

    Roland Schmitt

Authors
  1. Alfred Oswald
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Jens Köhler
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Roland Schmitt
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2018 Springer-Verlag GmbH Germany, part of Springer Nature

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Oswald, A., Köhler, J., Schmitt, R. (2018). Leadership in Complex Social Systems. In: Project Management at the Edge of Chaos. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-48261-2_4

Download citation

  • DOI: https://doi.org/10.1007/978-3-662-48261-2_4

  • Published:

  • Publisher Name: Springer, Berlin, Heidelberg

  • Print ISBN: 978-3-662-48260-5

  • Online ISBN: 978-3-662-48261-2

  • eBook Packages: Computer ScienceComputer Science (R0)

Publish with us

Policies and ethics

Search

Navigation