Designing and Managing Complex Systems

1st Edition - December 1, 2022
Imprint: Academic Press
Author: David Moriarty
Language: English
Paperback ISBN:
9 7 8 - 0 - 3 2 3 - 9 1 6 0 9 - 7
eBook ISBN:
9 7 8 - 0 - 3 2 3 - 9 1 6 1 0 - 3

The systems that surround us are often multidimensional, and complex, consisting of a large collection of networked components with convoluted connections between them. De… Read more

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The systems that surround us are often multidimensional, and complex, consisting of a large collection of networked components with convoluted connections between them. Designing and managing such systems can be challenging, particularly in organizations. Designing and Managing Complex Systems introduces readers to the theory of complex systems, examining the role of human within larger systems, the factors that affect system performance, and how such systems can be optimized. The first section reviews the history of one particularly fruitful approach to complexity, one based on knowledge of the human nervous system. Next, the author discusses the current understanding of complex systems in a variety of domains including physical, biological, mechanical, and organizational. Within these chapters the author also introduces the idea that there are marked similarities in how complexity is successfully managed across these different domains and how the ideas from one domain can be useful in other domains. Next, these ideas are synthesized into a framework for successfully designing and managing complex systems. The fourth section focuses on case studies concerning failures and successes within complex systems.

Cover image
Title page
Table of Contents
Copyright
Dedication
Author biography
Preface
Acknowledgments
Part I. Cybernetics
Chapter 1.1. Control and communication
Part II. Learning from systems
Chapter 2.1. The simplification imperative
2.1.1. Model making
2.1.2. Necessary complexity and systems thinking
Chapter 2.2. The language of systems
2.2.1. Interlocking systems of reality
2.2.2. Structure and function of complex systems
2.2.3. Natural dynamics of complex systems
2.2.4. The need for complex systems
2.2.5. Tractability and effective complexity
2.2.6. Cynefin framework
2.2.7. How humans affect complexity
Chapter 2.3. Classes of systems
2.3.1. Classes of systems
2.3.2. Physical systems
2.3.3. Biological systems
2.3.4. Entropy and constraint
2.3.5. A consilient approach to the evolution of complex systems
2.3.6. Societal systems
2.3.7. Informational systems
2.3.8. Technical systems
2.3.9. Sociotechnical systems
Chapter 2.4. Neurobiological systems
2.4.1. Introduction
2.4.2. Structure and function of the nervous system
2.4.3. Information processing
2.4.4. Functional scales in neurobiology
2.4.5. Decision-making
2.4.6. Levels of performance
2.4.7. Neural dynamics and connectomics
2.4.8. Brain plasticity
2.4.9. The autonomic nervous system
2.4.10. Feedback
2.4.11. The reticular activating system
2.4.12. Reflexes
Chapter 2.5. Sociotechnical systems
2.5.1. Introduction
2.5.2. Scales in sociotechnical systems
2.5.3. Taylorism, Fordism, and requisite metasystems
2.5.4. Dynamic safety model
2.5.5. The role of humans in sociotechnical systems
Chapter 2.6. Consilient dynamics across scales
2.6.1. Introduction
2.6.2. Summary of concepts covered
Part III. Creating and managing systems
Chapter 3.1. Introduction to part 3
3.1.1. Introduction
3.1.2. Definitions
3.1.3. Dynamics
3.1.4. Building up our understanding of systems
Chapter 3.2. Structure and function
3.2.1. Designing structure and assigning function
3.2.2. The Viable System Model
3.2.3. The Revised Viable System Model (rVSM)
Chapter 3.3. Capability and adaptive capacity
3.3.1. Capability
3.3.2. Anticipating system dynamics
3.3.3. Adaptive capacity
Chapter 3.4. Engineering resilience
3.4.1. Introduction
3.4.2. A note about terminology
3.4.3. Resilience Engineering
3.4.4. Resilience and the operating point
3.4.5. Systemic failure modes and counterforces
3.4.6. Engineering resilience
3.4.7. Just culture
Chapter 3.5. Assessing the system properties of your organization
3.5.1. Introduction
3.5.2. Structure
3.5.3. Function
3.5.4. Capability
3.5.5. Adaptive capacity
3.5.6. Resilience
3.5.7. Conclusion
Part IV. Case studies
Chapter 4.1. Challenger and Columbia1,2
4.1.1. Analysis
Chapter 4.2. Walmart, FEMA, and Hurricane Katrina1–4
4.2.1. Analysis
Chapter 4.3. Lake Peigneur1,2
4.3.1. Analysis
Chapter 4.4. The water temples of Bali1–3
4.4.1. Analysis
Chapter 4.5. The global financial crisis1–3
4.5.1. Analysis
Chapter 4.6. Continental Airlines1
4.6.1. Analysis
Chapter 4.7. Three Mile Island1–3
4.7.1. Analysis
Chapter 4.8. Cybersyn and the trucking strike1–3
4.8.1. Analysis
Chapter 4.9. Biological and informational viruses
4.9.1. Analysis
Chapter 4.10. Netflix1
4.10.1. Analysis
Chapter 4.11. Fukushima1–5
4.11.1. Analysis
Chapter 4.12. The Mumbai Dabbawalas1,2
4.12.1. Analysis
Chapter 4.13. Flash Crash1–4
4.13.1. Analysis
Chapter 4.14. Alphafold 21,2
4.14.1. Analysis
Part V. Conclusion
Chapter 5.1. Consilience with the arts
5.1.1. Introduction
5.1.2. Simple patterns and complex sounds
5.1.3. Complexity in the visual arts
Chapter 5.2. Conclusion
References
Index

David Moriarty

David Moriarty initially trained as a doctor and during his medical training he undertook a BSc (Hons) in Neuroscience graduating with first class honors and having his research findings published in the British Journal of Neurosurgery. He graduated the Imperial College School of Medicine in 2004 after being awarded the Hawker Scholarship for highest preclinical examination results. His interest in neuroscience and the neurobiological basis of complex behavior led him to begin neurosurgical training before subsequently deciding to try an alternative career in aviation. He started flying for CityJet in 2007, became a captain in 2012 and subsequently became a training captain (a pilot that trains other pilots on the ground and in the cockpit). He is currently flying as a captain with easyJet. Much of the research into the complexity of both human performance and system design focuses on safety-critical industries such as nuclear, healthcare and aviation. After two years working in aviation, David became involved with Human Factors training, human factors being the scientific discipline that looks at how human performance and system design can be optimized. A year later, he became Chief Human Factors Instructor for CityJet. In order to improve his knowledge of human factors he completed a master’s degree in Human Factors and Safety Assessment in Aeronautics at Cranfield University with a specialist interest in Resilience Engineering and safety management in complex systems. Prior to starting the course he was awarded a Royal Aeronautical Society Centennial Scholarship and he graduated from Cranfield with the Course Director’s Prize for achieving the highest overall results in his class. He has published and presented work in the fields of neurosurgery, complex system management and aeronautical safety and also runs Zeroharm Solutions, a consultancy specializing in medical and aeronautical human factors. David is a member of the Royal Aeronautical Society, the Resilience Engineering Association and is part of SCiO, Systems and Cybernetics in Organizations. His first book, Practical Human Factors for Pilots was released on 15th January 2015 and is published by Academic Press, part of the Elsevier group. His approach to this current project is the same as his approach to his first book: to take the best science that is available across a wide range of disciplines and present it to the reader in an integrated, interesting and, most importantly, useful way.

Affiliations and expertise

Zeroharm Solutions, London, UK

Life Sciences

Physical Sciences & Engineering

Social Sciences & Humanities

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Designing and Managing Complex Systems

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