000			04802nam a22003735i 4500
999			_c238315 _d238315
001			238315
003			ES-VaUE
005			20240404174111.0
006			a||||fo|||| 00| 0
007			cr nn 008mamaa
008			230503s2023 sz | o |||| 0|eng d
020			_a9783031302220
024	7		_a10.1007/978-3-031-30222-0 _2doi
040			_aES-VaUEC _bspa _cES-VaUEC _dES-VaUE
050		4	_aHD57.7 _b2023 EB
100	1		_aMandl, Christoph E. _d1948- _eautor _4aut _4http://id.loc.gov/vocabulary/relators/aut _9518182
245	1	0	_aManaging Complexity in Social Systems : _bLeverage Points for Policy and Strategy _cby Christoph E. Mandl
250			_a2nd ed 2023
264		1	_aCham _c2023 _bSpringer International Publishing
300			_a1 recurso en línea
336			_atexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
490	0		_aManagement for Professionals _x2192-810X
505	0		_aChapter 1. Introduction: Scientific Journey into a Strange Paradigm -- Part I From Logic to Circular Causality -- Chapter 2. Events, Patterns, and Structure -- Chapter 3. Equilibrium, Resilience, and Emergence -- Chapter 4. Prediction, Butterfly Effect, and Decision Making -- Part II Describing and Understanding Dynamics of Social Systems -- Chapter 5. Language, Syntax, and Semantics for Describing Dynamics of Systems -- Chapter 6. Stock-Flow Failure: Climate Neutrality and Net-Zero Emissions -- Chapter 7. Leverage Points: A Paradigm Shift in Governance -- Chapter 8. Tame, Wicked, and Super Wicked Systems Archetypes -- Part III. Managing Tame Systems Archetypes -- Chapter 9. Deterministic Chaos: Locust Plagues and Price Dynamics of Commodities -- Chapter 10. Shifting the Burden: Coping With Organizational Addiction -- Chapter 11. Accidental Adversaries: Sustaining Cooperation -- Chapter 12. Adaptation: Invisible Hand, Breastfeeding, and Eroding Goals -- Chapter 13. Escalation: Dynamics of Mutual Distrust -- Part IV. Managing Wicked Systems Archetypes -- Chapter 14. Growth and Underinvestment: Aligning Performance and Resources -- Chapter 15. Policy Resistance: Rebound Effect and Other Fixes That Fail -- Chapter 16. Limits to Growth and Attractiveness Principle -- Chapter 17. Diffusion of Innovations: Spreading New Ideas and Technology -- Part V. Managing Super Wicked Systems Archetypes -- Chapter 18. Information Asymmetry: When Markets Fail -- Chapter 19. Tragedy of the Commons: There Ain't No Such Thing as a Free Lunch -- Chapter 20. Path Dependence: Segregation, Increasing Returns, and Success to the Successful -- Chapter 21. Epidemics: Out of Control.
520			_aThis book explores how to manage complexity in a highly interconnected world. How can complexity be managed when it cannot be reduced? From organizational addiction to market failure, from limits to growth to the rebound effect, from tragedy of the commons to path dependence, answers are anything but trivial, and can only be found by combining insights from complexity science, system dynamics, system theory and systems thinking. This book bridges the gap between rigorous science and real-life experience to explore the potential and limitations of systems archetypes and their leverage points in implementing effective policies and strategies. It is grounded in Jay Forrester's language of stock and flow diagrams to address issues of circular causality and causal loops in social systems. The second edition has been completely updated, revised, and extended to thoroughly analyze super wicked problems such as global climate change, climate neutrality, and extremely rapid spread of epidemics. Furthermore, it offers a novel integration of Peter Senge's concept of systems archetypes with Horst Rittel's concept of wicked problems. "This text is an important contribution to an emerging field of thought. I have enjoyed and benefitted from reading this text; you will also." Dennis L. Meadows, Emeritus Professor of Systems Management, University of New Hampshire, USA "This book looks at the world from a different, yet very effective vantage point: the systemic perspective... The author delivers a perfect introduction to systemic thinking, - unorthodox, insightful and practical." Markus Schwaninger, Emeritus Professor of Management, University of St.Gallen, Switzerland.
988			_aSpringer_Business_2023
650		7	_2embne _98995 _aLiderazgo
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-031-30222-0 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
942			_2lcc _cLE _n0
998			_b01/2024 _db _el _zSI