Complexity and Complex Systems

In our work we frequently refer to undertaking analysis of complex systems, or reducing complexity in order to under understand how a given situation might be better understood or a solution developed to a complex problem. What do we mean though when we talk about a complex system or complexity analysis? This will be the first in a series of blogs about the concepts of complexity and the conduct of analysis in complex systems. The discussion is not intended to be authoritative in any way. It is simply an opportunity to consider  complexity and, perhaps, take some little steps towards understanding complexity and complex systems and their importance in human design.

Complexity - What is It?

It is probably easiest to start by stating what complexity is NOT.  The most certain thing to state up front is that complexity is NOT chaos. Chaos theory has its roots in mathematics, and anyone who wants to delve into the beauty of chaos theory is pointed to the work of Henri Poincaré, James Gleick and others. Personally I find the beauty and wonder of a Mandelbrot set a delight to explore. But chaos is NOT complexity.  There is a linkage between the concepts however, which we will explore in a later post.

Nor are we talking about the complexity theorem, another mathematical body of work.

The concept of complexity we use in our work has to do with the behaviour of complex systems. I guess one of the major characteristics of complexity is that it is associated with "emergent behaviour". Emergent behaviour is behaviour which comes out of the interaction of a number of elements which, whilst producing outcomes with some level of similarity, do not result in identical outcomes. For example, snowflakes, whilst made from the same basic elements, are never quite identical.  The other characteristic frequently referred to in discussions on complexity is that complex systems are self regulating.

Two examples, one animate and one inanimate that show emergent behaviour in complex interactions are the kaleidoscope and large groups of certain species of birds and fish.

In the kaleidoscope, (at least the really great ones you used to see when I was young), a large number of inanimate objects is jumbled through the turning of the cylinder. A small turn may result in minor change, but at some point the turning of the cylinder results in an entire new pattern - (pattern analysis is  one of the methodological methods used to analyse and understand complex systems - more later). In the schools of fish and flocks of birds, whilst the group is an assemblage of independent entities, an emergent, self regulating behaviour appears in the movement of the schools and flocks.

In human environments such as cities, we have large numbers of independent, self regulating entities which when viewed from any distance, appear to move in bodies similar to the birds and fish.

With respect to the work that EcoThought undertakes, complexity is a fundamental, but still poorly understood basis for many human systems. In the next blog article we will explore the relationship between complexity and socio-technical systems.  For the moment, perhaps,  the value of understanding this concept of complex systems analysis can be seen in the results of narrowly focused analysis and thinking. Poorly thought through corporate and government policies which result in human and organisational dysfunction are generally derived as a result of narrowly focused, stovepipe thinking.

As the human species struggles to deal with the issues we now face, it is critical that we develop the capability to analyse and understand complex systems. Over the next few weeks the EcoThought website will be populated with analysis of tools which can enhance the ability of groups and individuals to undertake complex analysis.

About slade

Slade is an Enterprise Architect, Business Analyst and Project Manager with extensive experience in the Defence, National Security, Emergency Services and secure systems environment. Slade has been in the IT industry since 1988, and is experienced in systems engineering, systems architecture, systems integration, security assessment and development of sustainment frameworks for new systems. He is also a thought leader in human factors for the design of critical decision support systems and environments and the development of enterprise and solution level architecture for high information workload environments. Slade is the Director of EcoThought Pty Ltd