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Introduction – CSELab
Content
Why Adaptive Leadership?
0/2
Complexity Leadership for CSE: Sensitivity to the changing world
test
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Complexity Leadership for CSE: Adaptability for business resilience
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Introduction
Developing ‘fitness to landscape’ strategies
Leveraging significant differences of new technology, new economy, new bases of power, new stakeholders, etc. as part of CSE developments
Developing resilience and innovative competences
Understanding decentralized and self-organizing competences and developments
Application
Complexity Leadership for CSE: Identity of the business and its ecosystems
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Complexity Leadership for CSE: Connectivity strategies
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CSE in practice – Consultancy case: Recommendations for implementing CSE
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Adaptive Leadership for Transforming Business

In this lesson you will:

  • Develop ‘fitness to landscape’ strategies
  • Leverage significant differences of new technology, new economy, new bases of power, new stakeholders, etc. as part of CSE developments
  • Develop resilience and innovative competences
  • Understand decentralized and self-organizing competences and developments
  • Explore social challenges and core business to create new commercial and societal value (triple-bottom line) as part of development strategy (Application)

The main literature for this lesson is:

  • Crisis Response, choice and resilience: insights from complexity thinking | Bristow, G., Healy, A. (2015). Crisis response, choice and resilience: insights from complexity thinking. Cambridge Journal of Regions, Economy and Society, 8(2), 241– 256.  https://doi.org/10.1093/cjres/rsv002
  • Wicked World Chapter 2 on ‘Responsivity’ | Van Berkel, K. & Manickam, A. (2020). Wicked World, Complexity Challenges and Systems Innovation. International edition. Groningen: Noordhoff

Complete reading list:

  • Van Berkel, K. & Manickam, A. (2020). Wicked World, Complexity Challenges and Systems Innovation. International edition. Groningen: Noordhoff
  • Bristow, G., Healy, A. (2015). Crisis response, choice and resilience: insights from complexity thinking. Cambridge Journal of Regions, Economy and Society, 8(2), 241– 256.  https://doi.org/10.1093/cjres/rsv002
  • Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency. Leadership, 12(2), 131–158. https://doi.org/10.1177/1742715014558076
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Επόμενο
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