Managing and Engineering in Complex Situations
Kovacic, Samuel F.
Sousa-Poza, Andres.
Dordrecht : Springer Netherlands : Imprint: Springer,
2013.
With so many terms available to define the same thing, it would seem nearly irresponsible to introduce yet another term (complex situation) to describe a phenomenological state of such as a system. However, a complex situation infers both a broader meaning and imposes a different perspective. Complex in this context is dependent on understanding and reality rather than observer and knowledge.   Situation imposes a gestalt that cannot be characterized within a singular perspective that relegates paradox to a superior/subordinate hierarchy. This also infers that complex situation has no monotonic definition or each definition is by default incomplete. Therefore the perennial derivations for systems such as complex systems, system of systems, federation of systems is no longer a sufficient descriptor for complex situation.  Ergo system and its genealogy lack the constitution to define complex situations. The books' intent is to explore this pathology through a series of papers written by authors that work in complex situations and have dealt with the limitations of the status quo: systems.
Description based upon print version of record.
GOBI
Managing and Engineering in Complex Situations; Contents; Chapter 1: Introduction and Overview; 1.1 Purpose of the Book; 1.1.1 Setting the Stage: Introducing Wicked Problems; 1.1.2 Setting the Stage: Importance of Understanding Wicked Problems; 1.1.3 Background of the Included Work: The MECS Forum; 1.1.4 Intended Audience; 1.2 Overview of the Book; 1.2.1 Part I: Theory of Complex Situations and Wicked Problems; 1.2.2 Part II: Organization, Management and Engineering in Wicked Problems; 1.2.3 Part III: Cases and Approaches Related to Wicked Problems; References
Part I: Theory on Wicked Problems and Complex SituationsChapter 2: A Narrative of [Complex] Situations and Situations Theory; 2.1 Introduction; 2.1.1 In Breve; 2.1.2 Background of the Problem; 2.1.3 The Problem; 2.1.4 Need for a New Approach; 2.1.5 Overview of the Paper; 2.2 What Are [Complex] Situations?; 2.2.1 On Situations and Wicked Problems; 2.2.2 On Situations and Systems; 2.2.3 Research of Situations: A Segue to Situations Theory; 2.3 An Overview of Situations Theory; 2.3.1 Purpose of Situations Theory; 2.3.2 Representations of Reality - RDP Model; 2.3.3 Sense-Making
2.3.4 The Participant-Observer Dyad2.3.5 The Syncretic Imperative: Paradoxical Coexistence; 2.3.6 Situations Theory View of Knowledge, Understanding and Situations; 2.3.7 The Situational Construct Model; 2.3.8 The Environment; 2.3.9 Fundamental Constructs of the Environment; 2.3.10 The Environment - Temporal Integrity; 2.3.11 The Environment - Spatial Integrity; 2.4 Research Methodological Considerations in Evolving ST; 2.5 The Research Environment; 2.6 Research Agenda; 2.6.1 Micro Situations; 2.6.2 Macro Situations; 2.7 Imperative of Situations Theory: The Call to Heretics; References
Chapter 3: PRISM - A Philosophical Foundation for Complex Situations3.1 Complexity and Understanding; 3.2 Philosophical Foundations; 3.2.1 Epistemology; 3.2.2 Ontology; 3.2.3 Axiology; 3.2.4 Methodology; 3.3 The PRISM Philosophical Foundation; 3.3.1 Ontology; 3.3.2 Epistemology; 3.3.3 Knowledge and Understanding; 3.3.4 Shared Domains of Awareness; 3.3.5 Axiology; 3.3.6 Methodology; 3.3.7 Reconciliation with Canons; 3.3.8 Methods and Methodology; 3.4 Conclusion; References; Chapter 4: Understanding and Complex Situations; 4.1 Introduction; 4.2 Complex Situations
4.3 Complex Situations Redefined4.3.1 Situational Reducibility/Irreducibility; 4.3.2 Situational Transience/Intransience; 4.3.3 Situational Understandability; 4.4 Non-monotonic Synopsis; 4.4.1 The NS Index and Fuzzy Logic: Towards a Fuzzy Expert System; 4.5 Future Work and Conclusions; 4.6 Some Thoughts; 4.6.1 Again, What Is Complex Situations?; 4.6.2 Understanding and Problem Situations; 4.6.3 Understanding and Complex Situations; 4.7 Final Remarks; References; Chapter 5: The Gestalt Imperative: A Proposition for Understanding; 5.1 Introduction; 5.2 The Basis for a Gestalt Imperative
5.3 Complex[ity]
Includes bibliographical references.
With so many terms available to define the same thing, it would seem nearly irresponsible to introduce yet another term (complex situation) to describe a phenomenological state of such as a system. However, a complex situation infers both a broader meaning and imposes a different perspective. Complex in this context is dependent on understanding and reality rather than observer and knowledge.   Situation imposes a gestalt that cannot be characterized within a singular perspective that relegates paradox to a superior/subordinate hierarchy. This also infers that complex situation has no monotonic definition or each definition is by default incomplete. Therefore the perennial derivations for systems such as complex systems, system of systems, federation of systems is no longer a sufficient descriptor for complex situation.  Ergo system and its genealogy lack the constitution to define complex situations. The books' intent is to explore this pathology through a series of papers written by authors that work in complex situations and have dealt with the limitations of the status quo: systems.

Computational complexity.
Social sciences.
Business.
Management science.
Complexity.
Social Sciences, general.
Business and Management, general.
Socialvidenskab
Management
Topics in Safety, Risk, Reliability and Quality