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kompleksitet
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## kompleksitet

* Menneskelege system er komplekse¹
* Kan ikkje observera og analysera seg fram til samanhengar og årsaker²
* “Best practice” er per def fortida sin rutinepraksis - passar kun det enkle³
* Bør⁴
- slutta å styra etter produktivitet og kontroll
- starta å styra etter tilpasningsdyktighet, kunnskap og læring

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1: Snowden, 2002, s. 105<br/>
2: Snowden, 2002, s. 107; Snowden & Boone, 2007; Uhl-Bien, Marion & McKelvey, referert i Oddane, 2017, s. 139<br/>
3: Snowden & Boone, 2007<br/>
4: Uhl-Bien & Arena, 2017, s. 19
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![ordna, uordna domene](res/kompleksitet1.png)

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https://scrummaster.no/2014/cynefin-for-beslutningsstotte/
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![dynamikk](res/kompleksitet2.png)

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![cynefin](res/kompleksitet3.png)

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TODO referanser

Oddane, T. (2017). Kreativitet og innovasjon : fem sider av nesten samme sak. Bergen: Fagbokforlaget

Snowden, D. J. (2002). Complex acts of knowing: paradox and descriptive self-awareness. Journal of Knowledge Management, 6(2), 100-111. http://doi.org/10.1108/13673270210424639

Snowden, D. J. & Boone, M. E. (2007). A Leader’s Framework for Decision Making. Havard Business Review, 2007 (november). Henta frå https://hbr.org/2007/11/a-leaders-framework-for-decision-making

Uhl-Bien, M., Arena, M. (2017). Complexity leadership: Enabling people and organizations for adaptability. Organizational Dynamics (2017)46, 9-20. https://doi.org/10.1016/j.orgdyn.2016.12.001

Uhl-Bien, M., Marion, R. & Mckelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. https://doi.org/10.1016/j.leaqua.2007.04.002


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