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      Evolutionary Learning Laboratories : Diagnosing And Overcoming Complex Or ‘Wicked’ Problems

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            Abstract

            Many promising research and development initiatives were unable to provide sustainable solutions to global challenges, which have led to the rupture of various other challenges. Policy makers, managers and leaders in organizations, governments and business institutions are under cumulative pressure to make the right management decisions in the face of unstable, dynamic and global complexity and different socio-economic landscapes.There are a multitude of difficult, long-term global challenges ahead, almost all of which are coupled with the most pressing concerns of different countries at the national and local levels. Despite many efforts to deal with these complex issues facing our society the solutions so far have seldom been long lasting, because ‘treating the symptoms’ and ‘quick fixes’, using traditional linear thinking, are the easiest way out, but do not deliver the solutions.This paper describes the processes for unraveling complexity through participatory systems analysis and the interpretation of systems structures to identify leverage points for systemic interventions. It further demonstrates the promotion of effective change and the enhancement of cross-sectoral communication and collaborative learning. This learning focuses on finding solutions to complex issues by applying an iterative systems-based approach, namely with the Evolutionary Learning Laboratory (ELLab).An example of the ELLab application in a city governance context is described in detail, followed by reference to various other ELLab applications in a number of different contexts.

            Content

            Author and article information

            Journal
            Journal of Systems Thinking
            Cabrera Research Lab
            2767-3847
            30 October 2023
            : 3
            : 1-13
            Affiliations
            [1 ] University of Adelaide Business School, Adelaide, Australia ( https://ror.org/00892tw58)
            [2 ] FPT School of Business and Technology, Vietnam;
            [3 ] International Centre for Complex Project Management (ICCPM), Australia;
            [4 ] Malik Management Institute, St. Gallen, Switzerland ( https://ror.org/039fymv14)
            [5 ] Systems Design & Management, Keio University, Tokyo, Japan ( https://ror.org/02kn6nx58)
            [6 ] Socio-Economic and Commercialisation Unit, BNARI/GAEC;
            [7 ] School of Nuclear and Allied Sciences, University of Ghana, Atomic Campus, Accra, Ghana ( https://ror.org/01r22mr83)
            [8 ] Central Theoretical Council, Vietnam;
            Author information
            https://orcid.org/0000-0001-6308-8079
            https://orcid.org/0000-0002-3957-4437
            Article
            10.54120/jost.0000015
            50df688c-5b79-4456-9cad-3ed453398fed
            The Authors (2023)

            Published under Creative Commons Attribution 4.0 International ( CC BY 4.0). Users are allowed to share (copy and redistribute the material in any medium or format) and adapt (remix, transform, and build upon the material for any purpose, even commercially), as long as the authors and the publisher are explicitly identified and properly acknowledged as the original source.

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            Categories

            All data generated or analysed during this study are included in this published article (and its supplementary information files).
            Social & Behavioral Sciences
            Management,Policy Making,Investment Decisions,Complexity,Systems Thinking,Participatory Systems Analysis,Evolutionary Learning Laboratory (ELLab)

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