MANAGING COMPLEX ORGANIZATIONS IN A COMPLEX WORLD:
Leadership in Rapidly Changing Business Environments -
Learning and Adapting in Time
NECSI Executive Education Programs
May 31-June 1, 2001
Charles Hotel, Harvard Square, Cambridge, MA
Speakers:
YANEER BAR-YAM, NECSI and Harvard University
TOM PETZINGER, JR., Author, The New Pioneers, and CEO LaunchCyte
PETER SENGE, Society for Organizational Learning and
MIT Sloan School of Management
JOHN STERMAN, MIT Sloan School of Management
This is a two-day practical experience on working with chaos and
complexity - in the global economy, in national markets, in
business to business interactions and within the organization
itself. We will use new insights and concepts from the field of
complex systems to discuss innovative ways to survive and thrive
in today's new/old economy.
Information and registration: http://necsi.org/education/exec/
Objectives:
We will identify the key properties of successful complex
organizations - their structure, dynamics, information flows,
and relationships - and the essential roles of leadership in
responding to the rapidly changing complex world. Participants
will leave prepared to pay attention to new information, ask new
questions, make better decisions - to identify the right time to
adapt quickly and when to stay as they are.
Approach:
The presenters will interact with participants in exploring the
key concepts of managing organizations as complex systems.
Questions are welcome and discussion time will be a key part of
the program. Speakers will present a cutting-edge perspective on
managing business as it is - human and complex.
Audience:
This seminar is created for key decision makers and those who
advise them - executives, senior management, public
administrators, management consultants, organizational
development professionals and business educators.
Results:
At the end of the seminar participants will be able to:
* Identify key success factors in rapid and early adaptation to
changes in the business and political climate
* Value critical organizational connections - know when to
create them and when to cut them
* Gain insights and skills to make better decisions in uncertain
situations
* Manage the use of new tools - including simulation and system
modeling - to analyze the behavior of complex organizations
Speakers:
YANEER BAR-YAM is President of the New England Complex Systems
Institute, Chairman of the International Conference on Complex
Systems, Managing Editor of InterJournal, and author of Dynamics
of Complex Systems (1997), the only textbook to address the
entire field of complex systems. Bar-Yam uses complex systems
concepts to understand how organizations and patterns of
behavior arise, evolve, adapt, and how we can use multiscale
representations to relate fine and large scale, short and long
term perspectives. Applications are to the relationship of
structure and function and meeting complex challenges at all
scales.
THOMAS PETZINGER, JR., the author of "The New Pioneers: The Men
and Women Who Are Transforming the Workplace and Marketplace",
spent 22 years at The Wall Street Journal as a weekly columnist,
beat reporter, investigative reporter, bureau chief, and
Washington ecomomics editor. From 1995 to 1999 he wrote the
paper's Front Lines column, a weekly exploration of
entreprenurial ideas and management trends. He also edited the
paper's special edition for Jan. 1, 2000. Petzinger's earlier
books are Oil & Honor: The Texaco-Pennzoil Wars" (Putnam, 1987)
and "Hard Landing: The Epic Contest for Power and Profits that
Plunged the Airlines into Chaos" (Random House, 1995). Petzinger
is applying his knowledge of complex systems in the new economy
as founder, director, and CEO for LaunchCyte, a biotechnology
incubator.
PETER M. SENGE is a Senior Lecturer at the Massachusetts
Institute of Technology and Chairperson of the Society for
Organizational Learning (SoL), a global community of
corporations, researchers, and consultants dedicated to the
"interdependent development of people and their institutions."
He is the author of the widely acclaimed book, The Fifth
Discipline: The Art and Practice of The Learning Organization
(1990) (over 750,000 in circulation) and co-author of three
field books, The Fifth Discipline Fieldbook: Strategies and
Tools for Building a Learning Organization (1994), and The Dance
of Change: The Challenges to Sustaining Momentum in Learning
Organizations (1999), and Schools That Learn: A Fifth Discipline
Fieldbook for Educators, Parents, and Everyone Who Cares About
Education(2000). Harvard Business Review has identified The
Fifth Discipline as one of the seminal management books of the
past 75 years. The Journal of Business Strategy named Dr. Senge
as one of the 24 people who had the greatest influence on
business strategy over the last 100 years.
JOHN D. STERMAN, Standish Professor of Management at the MIT
Sloan School, author of Business Dynamics: Systems Thinking and
Modeling for a Complex World (2000), specializes in systems
thinking for corporate and public policy, behavioral decision
theory, nonlinear dynamics, and economic dynamics. Sterman uses
system dynamics - a framework for understanding complex
situations - to examine how people approach complex decisions
and discover why dysfunctional dynamics persist in
organizations. Using management "flight simulators" that Sterman
and his students have developed, managers can design effective
policies to improve the long-term performance of their
organizations. Recent applications include the semiconductor,
automotive, and computer industries; and issues from growth
strategy to process improvement and product development.
For more information and registration see:
http://necsi.org/education/exec/
Executive Education Programs
New England Complex Systems Institute
24 Mt. Auburn St.
Cambridge, MA 02138
http://necsi.org/education/exec/
----------------------------------------------------------------
If you do not wish to receive future program announcements
please reply to this message and indicate "remove" in the
subject line or text of the message.
More general inquiries can also be sent to [EMAIL PROTECTED]
