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In the last few decades the world has changed radically. The diverse factors involved in this change and their inter relationship mean that the complexity implicit in such a situation is also enormous. Very often the consequence for organizations and companies (public or private) is one of jeopardized viability.<\/p>\n
In order to deal with complex problems of this nature (increasingly referred to as \u201csystemic\u201d problems<\/strong>), managers must use tools suited to the size of the problem. Methodologies exist but they are neither well-known nor widespread, and in certain cases it is difficult for managers to implement them.<\/p>\n In addition, although it is now found in many areas of activity, the use of Information and Communication Technologies (ICTs) was still insufficient<\/strong> in some of the system methodologies applicable to the types of problems referred to before. In this project we also attempted to respond to this challenge by means of ICTs both to facilitate visualization of and access to methodologies and use various types, as well as to provide users (managers, decision-takers in general, students) with training tools for identifying and addressing dynamic system complexity.<\/p>\n [\/et_pb_text][et_pb_text admin_label=\u00bbTexto anchura al 90%\u00bb _builder_version=\u00bb3.12″ width=\u00bb90%\u00bb max_width=\u00bb1200px\u00bb text_orientation=\u00bbleft\u00bb disabled_on=\u00bbon|on|\u00bb disabled=\u00bboff\u00bb]<\/p>\n In the last few decades the world has changed radically. The diverse factors involved in this change and their inter relationship mean that the complexity implicit in such a situation is also enormous. Very often the consequence for organizations and companies (public or private) is one of jeopardized viability.<\/p>\n In order to deal with complex problems of this nature (increasingly referred to as \u201csystemic\u201d problems<\/strong>), managers must use tools suited to the size of the problem. Methodologies exist but they are neither well-known nor widespread, and in certain cases it is difficult for managers to implement them.<\/p>\n In addition, although it is now found in many areas of activity, the use of Information and Communication Technologies (ICTs) was still insufficient<\/strong> in some of the system methodologies applicable to the types of problems referred to before. In this project we also attempted to respond to this challenge by means of ICTs both to facilitate visualization of and access to methodologies and use various types, as well as to provide users (managers, decision-takers in general, students) with training tools for identifying and addressing dynamic system complexity.<\/p>\n [\/et_pb_text][\/et_pb_column][et_pb_column type=\u00bb1_2″ custom_padding__hover=\u00bb|||\u00bb custom_padding=\u00bb|||\u00bb][et_pb_image admin_label=\u00bbImagen esquema P\u00e9rez R\u00edos\u00bb _builder_version=\u00bb3.12″ src=\u00bbhttps:\/\/www.insisoc.uva.es\/wp-content\/uploads\/2019\/07\/Esquema-imagen-P\u00e9rez-R\u00edos-DIAGNOSIS-.png\u00bb show_in_lightbox=\u00bbon\u00bb align_last_edited=\u00bbon|desktop\u00bb align_tablet=\u00bbcenter\u00bb \/][\/et_pb_column][\/et_pb_row][et_pb_row][et_pb_column type=\u00bb4_4″ custom_padding__hover=\u00bb|||\u00bb custom_padding=\u00bb|||\u00bb][et_pb_text admin_label=\u00bbTexto MVL Y TABLET\u00bb 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header_2_text_shadow_vertical_length_tablet=\u00bb0px\u00bb header_2_text_shadow_blur_strength=\u00bbheader_2_text_shadow_style,%91object Object%93″ header_2_text_shadow_blur_strength_tablet=\u00bb1px\u00bb header_3_text_shadow_horizontal_length=\u00bbheader_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_horizontal_length_tablet=\u00bb0px\u00bb header_3_text_shadow_vertical_length=\u00bbheader_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_vertical_length_tablet=\u00bb0px\u00bb header_3_text_shadow_blur_strength=\u00bbheader_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_blur_strength_tablet=\u00bb1px\u00bb header_4_text_shadow_horizontal_length=\u00bbheader_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_horizontal_length_tablet=\u00bb0px\u00bb header_4_text_shadow_vertical_length=\u00bbheader_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_vertical_length_tablet=\u00bb0px\u00bb header_4_text_shadow_blur_strength=\u00bbheader_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_blur_strength_tablet=\u00bb1px\u00bb header_5_text_shadow_horizontal_length=\u00bbheader_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_horizontal_length_tablet=\u00bb0px\u00bb header_5_text_shadow_vertical_length=\u00bbheader_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_vertical_length_tablet=\u00bb0px\u00bb header_5_text_shadow_blur_strength=\u00bbheader_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_blur_strength_tablet=\u00bb1px\u00bb header_6_text_shadow_horizontal_length=\u00bbheader_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_horizontal_length_tablet=\u00bb0px\u00bb header_6_text_shadow_vertical_length=\u00bbheader_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_vertical_length_tablet=\u00bb0px\u00bb header_6_text_shadow_blur_strength=\u00bbheader_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_blur_strength_tablet=\u00bb1px\u00bb box_shadow_horizontal_tablet=\u00bb0px\u00bb box_shadow_vertical_tablet=\u00bb0px\u00bb box_shadow_blur_tablet=\u00bb40px\u00bb box_shadow_spread_tablet=\u00bb0px\u00bb z_index_tablet=\u00bb500″]<\/p>\n The methodologies to be considered in this project were mainly advanced versions of Organisational Cybernetics<\/strong> (OC) and Beer’s Viable Systems Model<\/strong> (VSM), Beer’s Team Syntegrity<\/strong> (TS) and Systems Dynamics<\/strong> (SD).<\/p>\n Their capacity to break this complexity down into \u201crecursion levels\u201d and thus make it easier to deal with them is exceptional. Systems Dynamics integrated in viable models<\/strong> enable them to incorporate time effects into decision-taking. TS supplies the means to facilitate our learning, our exchange of knowledge and its collective transformation. Integrating<\/strong> these components in a coherent conceptual framework permitted managers to have at their disposal suitable for tackling this complexity.<\/p>\n The project, sponsored with Regional Administration funds, was structured in five modules:<\/p>\n [\/et_pb_text][et_pb_text admin_label=\u00bbTexto anchura al 90%\u00bb _builder_version=\u00bb4.0.9″ width=\u00bb90%\u00bb max_width=\u00bb1200px\u00bb text_orientation=\u00bbleft\u00bb disabled_on=\u00bbon|on|\u00bb disabled=\u00bboff\u00bb]<\/p>\n The methodologies to be considered in this project were mainly advanced versions of Organisational Cybernetics<\/strong> (OC) and Beer’s Viable Systems Model<\/strong> (VSM), Beer’s Team Syntegrity<\/strong> (TS) and Systems Dynamics<\/strong> (SD).<\/p>\n Their capacity to break this complexity down into \u201crecursion levels\u201d and thus make it easier to deal with them is exceptional. Systems Dynamics integrated in viable models<\/strong> enable them to incorporate time effects into decision-taking. TS supplies the means to facilitate our learning, our exchange of knowledge and its collective transformation. Integrating<\/strong> these components in a coherent conceptual framework permitted managers to have at their disposal suitable for tackling this complexity.<\/p>\n The project, sponsored with Regional Administration funds, was structured in five modules:<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=\u00bb4.0.9″ box_shadow_horizontal_tablet=\u00bb0px\u00bb box_shadow_vertical_tablet=\u00bb0px\u00bb box_shadow_blur_tablet=\u00bb40px\u00bb box_shadow_spread_tablet=\u00bb0px\u00bb z_index_tablet=\u00bb500″][et_pb_column type=\u00bb1_2″ custom_padding__hover=\u00bb|||\u00bb custom_padding=\u00bb|||\u00bb][et_pb_image admin_label=\u00bbImagen pantallazos\u00bb _builder_version=\u00bb3.12″ src=\u00bbhttps:\/\/www.insisoc.uva.es\/wp-content\/uploads\/2019\/07\/Imagen-pantallazos-capturas-azules-DIAGNOSIS.png\u00bb show_in_lightbox=\u00bbon\u00bb align_last_edited=\u00bbon|desktop\u00bb align_tablet=\u00bbcenter\u00bb \/][\/et_pb_column][et_pb_column 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_builder_version=\u00bb3.12″ text_text_color=\u00bb#ffffff\u00bb header_6_font=\u00bbABeeZee||||||||\u00bb header_6_text_color=\u00bb#ffffff\u00bb header_6_font_size=\u00bb16px\u00bb text_orientation=\u00bbleft\u00bb]<\/p>\n Grupo de Investigaci\u00f3n Reconocido de la Universidad de Valladolid [\/et_pb_text][\/et_pb_column][et_pb_column type=\u00bb1_3″ custom_padding__hover=\u00bb|||\u00bb custom_padding=\u00bb|||\u00bb][et_pb_image admin_label=\u00bbLogo Insisoc\u00bb _builder_version=\u00bb3.12″ src=\u00bbhttps:\/\/www.insisoc.uva.es\/wp-content\/uploads\/2018\/11\/dorado-esquinas-transp.png\u00bb url=\u00bbhttps:\/\/www.insisoc.uva.es\u00bb url_new_window=\u00bbon\u00bb custom_margin=\u00bb30px|||\u00bb align_last_edited=\u00bbon|desktop\u00bb align_tablet=\u00bbcenter\u00bb \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" In the last few decades the world has changed radically. The diverse factors involved in this change and their inter relationship mean that the complexity implicit in such a situation is also enormous. Very often the consequence for organizations and companies (public or private) is one of jeopardized viability.In order to deal with complex problems […]<\/p>\n","protected":false},"author":11,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"class_list":["post-9679","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.insisoc.uva.es\/index.php\/wp-json\/wp\/v2\/pages\/9679","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.insisoc.uva.es\/index.php\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.insisoc.uva.es\/index.php\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.insisoc.uva.es\/index.php\/wp-json\/wp\/v2\/users\/11"}],"replies":[{"embeddable":true,"href":"https:\/\/www.insisoc.uva.es\/index.php\/wp-json\/wp\/v2\/comments?post=9679"}],"version-history":[{"count":0,"href":"https:\/\/www.insisoc.uva.es\/index.php\/wp-json\/wp\/v2\/pages\/9679\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.insisoc.uva.es\/index.php\/wp-json\/wp\/v2\/media?parent=9679"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
\n
INSISOC
\n<\/strong><\/h6>\n
\n
\nPaseo de Bel\u00e9n, 11. Edificio UVainnova. Campus Miguel Delibes. 47011 Valladolid
\ninnovacion@insisoc.uva.es
\n983 18 47 03<\/p>\n