In this lesson you will:

• Gain a deeper understanding of the complexity of business environments and distinguishing complexity from complicated and simple problems
• Grasp the implications of changing business paradigms for CSE and the need for inclusive and sustainable societies
• Leverage systems thinking and systems innovation for complex organizational and societal challenges
• Understand the significance of internal and external drivers of change and weak signals
• Understand deeper systems patterns and constraints of attractors
• Learn to map changing business environments (application)

You are encouraged to keep a reflexive journal throughout this course and your learning journey.

The main literature for this lesson is:

• A Leader’s Framework for Decision Making | Snowden, D. J., & Boone, M. E. (2007). A Leader’s Framework for Decision Making. Harvard Business Review, 85(11), 68–76, 149. http://doi.org/10.1109/MCDM.2007.369449
• Wicked World Chapter 1 & 2 | 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
• Snowden, D. J., & Boone, M. E. (2007). A Leader’s Framework for Decision Making. Harvard Business Review, 85(11), 68–76, 149. http://doi.org/10.1109/MCDM.2007.369449
• Gitsham, M. (Ashridge), & Wackrill, J. (IBLF). (2012). Leadership in a Rapidly Changing World: How business leaders are reframing success.
• Meadows, D. H. (1999). Leverage Points: Places to Intervene in a System. http://www.donellameadows.org/wp-content/userfiles/Leverage_Points.pdf