On April 26-28, 2001, the Board on Mathematical Sciences and Their Applications (BMSA) and the Board on Life Sciences of the National Research Council cosponsored a workshop on the dynamical modeling of complex biomedical systems. The workshop's goal was to identify some open research questions in the mathematical sciences whose solution would contribute to important unsolved problems in three general areas of the biomedical sciences: disease states, cellular processes, and neuroscience. The workshop drew a diverse group of over 80 researchers, who engaged in lively discussions. To convey the workshop's excitement more broadly, and to help more mathematical scientists become familiar with these very fertile interface areas, the BMSA appointed one of its members, George Casella, of the University of Florida, as rapporteur. He developed this summary with the help of two colleagues from his university, Rongling Wu and Sam S. Wu, assisted by Scott Weidman, BMSA director. This summary represents the viewpoint of its authors only and should not be taken as a consensus report of the BMSA or of the National Research Council.

This book explores ‘project management’ (PM) from a new perspective. Project management is facing a paradigmatic stalemate. Its major challenge is complexity. Its current paradigmatic foundation in first-order cybernetics has reached its limits. More tools are created and project management is applied to any potential context, expecting better results while doing more of the same. Beyond conventional project management, agile and other project management approaches have emerged as new options to answer the complexity challenge. Yet, the question remains whether new options and more tools in light of the current shortcomings can create enough momentum for project management as a whole to overcome its paradigmatic stalemate and evolve toward new paradigms based on second-order cybernetics. This book will embark on a journey to explore current paradigms in project management and argue why an analysis of discourse practices in project management may be critical to generating new paradigmatic perspectives. The aim of this book is to provide an alternative perspective on projects as discourses and project management as a means to observe and conduct these discourses. Instead of defining what projects and project management are, the approach is to look at what people talk about when doing projects and apply project management. It will arrive at a picture of how discourses about project management are shaped and institutionalised through the sensemaking of individuals and selected communities in their specific project practice and how these discourses shape project management in turn. It is argued that this self-reinforcing circle leads to a certain solidification of project management paradigms which prove insufficient in dealing with project complexity. However, it will also be argued that project practitioners can utilise their self-reflection and self-description of these discourse conventions to obtain more meaningful project conversations and arrive at a unified and systemically integrated understanding of project management. This book will be of particular relevance to those interested in current issues underlying project management. More generally, it will be a valuable resource for researchers of project management, organisational studies and governance.

This book explores the interdisciplinary field of complex systems theory. By the end of the book, readers will be able to understand terminology that is used in complex systems and how they are related to one another; see the patterns of complex systems in practical examples; map current topics, in a variety of fields, to complexity theory; and be able to read more advanced literature in the field. The book begins with basic systems concepts and moves on to how these simple rules can lead to complex behavior. The author then introduces non-linear systems, followed by pattern formation, and networks and information flow in systems. Later chapters cover the thermodynamics of complex systems, dynamical patterns that arise in networks, and how game theory can serve as a framework for decision making. The text is interspersed with both philosophical and quantitative arguments, and each chapter ends with questions and prompts that help readers make more connections. “The text provides a useful overview of complex systems, with enough detail to allow a reader unfamiliar with the topic to understand the basics. The book stands out for its comprehensiveness and approachability. It will be particularly useful as a text for introductory physics courses. Tranquillo’s strength is in delivering a vast amount of information in a succinct manner.... A reader can find information quickly and efficiently—that is, in my opinion, the book’s greatest value.” (Stefani Crabtree, Physics Today)

Contents 11. 2. 2. Four Main Areas of Dispute 247 11. 2. 3. Summary . . . 248 11. 3. Making Sense of the Issues . . 248 11. 3. 1. Introduction . . . . 248 11. 3. 2. The Scientific Approach 248 11. 3. 3. Science and Matters of Society . 249 11. 3. 4. Summary . 251 11. 4. Tying It All Together . . . . 251 11. 4. 1. Introduction . . . . 251 11. 4. 2. A Unifying Framework 251 11. 4. 3. Critical Systems Thinking 253 11. 4. 4. Summary 254 11. 5. Conclusion 254 Questions . . . 255 REFERENCES . . . . . . . . . . . . . . . . . . . 257 INDEX . . . . . . . . . . . . . . . . . . . . . . 267 Chapter One SYSTEMS Origin and Evolution, Terms and Concepts 1. 1. INTRODUCTION We start this book with Theme A (see Figure P. I in the Preface), which aims to develop an essential and fundamental understanding of systems science. So, what is systems science? When asked to explain what systems science is all about, many systems scientists are confronted with a rather daunting task. The discipline tends to be presented and understood in a fragmented way and very few people hold an overview understanding of the subject matter, while also having sufficient in-depth competence in many and broad-ranging subject areas where the ideas are used. Indeed, it was precisely this difficulty that identified the need for a comprehensive well-documented account such as is presented here in Dealing with Complexity.

Making Sense of the Future integrates the latest thinking in Future Studies with the author’s expertise in world history, economics, interdisciplinary studies, knowledge organization, and political activism. The book takes a systems approach that recognizes the complexity of our world. It begins by suggesting a set of goals for human societies and identifying innovative strategies for achieving these goals that could gain broad support. Each chapter begins with a “How to” section that discusses how we can identify goals, strategies, trends, surprises, or implementation strategies and concludes with an integrative analysis that draws connections across the preceding discussions. Taking a cross-disciplinary approach, Szostak explores key trends and how these interact so that he can develop strategies to guide trends towards desirable futures. He discusses the ways in which we can best prepare for surprises such as epidemics and natural disasters, enabling us to react to them in beneficial ways. Supported by a list of guiding questions and suggestions for class projects, this is an accessible textbook for students of Future Studies and Future Studies courses. The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution- Non Commercial- No Derivatives 4.0 license.

Author and consultant Jennifer Garvey Berger has worked with all types of leaders—from top executives at Google to nonprofit directors who are trying to make a dent in social change. She hears a version of the same plea from every client in nearly every sector around the world: "I know that complexity and uncertainty are testing my instincts, but I don't know which to trust. Is there some way to know what to do when I can't know what's next?" Her newest work is an answer to this plea. Using her background in adult development, complexity theories, and leadership consultancy, Garvey Berger discerns five pernicious and pervasive "mind traps" to frame the book. These are: the desire for simple stories, our sense that we are right, our desire to get along with others in our group, our fixation with control, and our constant quest to protect and defend our egos. In addition to understanding why these natural impulses steer us wrong in a fast-moving world, leaders will get powerful questions and approaches that help them escape these patterns.