Events

=Presentations and Conferences=

Open Discussion Caucus: Human Interaction Dynamics (HID): Developing a Complexity Research Agenda
Date: August 6, 2012, Time: 1:15PM to 2:45PM Place: Holmes Room of [|Boston Park Plaza], Boston Massachusetts USA Sponsored by the [|Academy of Management] Registration required. For information, follow [|this link.] Symposium Abstract is available [|here]. There is an increasing recognition that the link between individual action and organizational processes and outcomes needs to be better understood. At the same time, cross-level research presents unique challenges to traditional methods. Complexity science offers a framework and provides the prospect for new methods that show promise. A research agenda in this area will be developed at this caucus. The caucus will be cross-functional bringing together more than twenty scholars from various specialties many of whom will be presenting their work at symposia and other venues in the academic program. It will explore the current state and future research potential for the complexity-inspired field of human interaction dynamics (HID). HID uses various techniques and the complex systems theoretical framework to study the nature of fine-grained human interactions and the coarse-grained organizing forms that emerge from these dynamics. Treating human interactions as the unit of analysis, HID explores the unique and heterogeneous detail within the micro-states that occur during interactions - including the rules that govern these interactions, how they are enacted, and how they change. This heterogeneity makes the human interaction very different from the types of interactions normally studied in the natural sciences.
 * Description:**

Symposium: The Human Interaction as Unit of Analysis
Date: August 6, 2012, Time: 3:00PM to 4PM Place: Berkley B Room of [|Sheraton Boston Hotel], Boston Massachusetts USA Sponsored by the [|Academy of Management] Registration required. For information, follow [|this link.] Symposium Abstract is available [|here]. The symposium will explore the nature of human interactions within the conceptual framework of the relatively new complexity-inspired field of //human interaction dynamics (HID).// Management and leadership research typically focuses on individual motivation and action, or on organizational processes and structures such as operating or dynamical capabilities. In contrast, HID studies the complex nature of human interactions in all their unique and heterogeneous detail or micro-states (called fine-grained interactions) ─ including the rules that govern these interactions, how they are enacted, and how they change ─ and the structures and properties that emerge from these interactions that can be treated in abstract terms as macro-states where less important details are ignored (called coarse-grained organizing forms. This symposium will further the conversation about the nature, content and relevance of the human-to-human interaction itself in all of its complicating uniqueness and detail, its role in establishing and altering individual and shared identities, and its role in creating and altering shared abstract models of regularities in the ecosystem that can be used to positive affect by individuals to inform choice and action in anticipation of events.
 * Description:**

=Academic Paper Presentation=

Author: **James K. Hazy,** Adelphi University, IRCS
Date: August 6, 2012, Time: 4:15PM to 6:45PM Place: Ballroom C at [|Sheraton Boston Hotel], Boston Massachusetts USA Sponsored by the [|Academy of Management] Registration required. For information, follow [|this link.] Paper is available [|here]. Organization theorists have increasingly recognized the need to incorporate dynamic processes that include individual intentionality into theories of organizing. In particular, the leadership and human interaction aspects of organizing and their role in the development of organizational and managerial capabilities have been identified as an under researched area. This paper addresses this gap. Using complexity-informed theories of human interaction dynamics (HID), the paper defines leadership as the process that evolves organizational capabilities. More specifically, it describes three leadership processes that serve three system survival functions, and it identifies three mechanisms that operate locally to enable organizing through local interactions within a complex adaptive system. In sum, leadership evolves the ways in which individuals interact with one another to survive and prosper as collectives. It thus shapes the particular expression of dynamic, operating and managerial capabilities that emerge from these interactions within the ecosystem. Eleven propositions are averred.
 * Description:**

=Past Events=

=
===================== =Academy of Management 2011 Annual Meeting in San Antonio, Texas, August 12-16, 2011.= ===The session is called:=== === From Convenience Samples to Crowd Sourcing: The Future of Organizational Research and What It Means to You  ===

To explore what will be discussed at that session, see below:



=
================================

PlexusCall Friday, October 1, 2010

**Friday, October 1, 2010** **1-2 PM Eastern Time**
 * Complexity, Leadership, and the Ecologies of Innovation **
 * Guests: Jeffrey Goldstein, James Hazy, and Benyamin Lichtenstein **

Drs. Hazy, Goldstein and Lichtenstein will discuss their new book, __**Complexity and the Nexus of Leadership: Leveraging Nonlinear Science to Create Ecologies of Innovation**__ .

Jeffrey Goldstein, PhD, is Full Professor at the Adelphi University School of Business, Garden City, New York, and an associate clinical professor at Adelphi's Derner Institute for Advanced Psychological Studies. He is a pioneer in the application of complexity theory to organizations and leadership, and wrote The Unshackled Organization, a widely acclaimed book on the subject. He is the author of more than 80 scholarly articles and is co-editor of the journal Emergence: Complexity an Organization. His research and consulting focuses on applying the insights from complexity science to leadership and transformation, in order to support sustainability and learning in entrepreneurial companies, large corporations, and non-profit organizations. He is the author or editor of numerous books including: Complexity Science and Social Entrepreneurship: Adding Social Value through Systems Thinking; Complex Systems Leadership Theory; Annuals of Emergence: Complexity and Organization; and Classic Complexity. . Jim Hazy, PhD, has more than 25 years of senior executive experience at leading US companies and has founded several start-up businesses. He is founder and CEO of Leadership Science, LLC, a research and consulting firm dedicated to improving organizational leadership. His prior responsibilities have included Executive Vice President of Business Operations & CFO at an Ernst & Young venture as well as Vice President of Financial Planning & Analysis and Director of M&A at AT&T. He joined Adelphi University after receiving his doctorate with "distinguished honors" from The George Washington University in Washington DC in organizational leadership. He also earned an MBA "with distinction" from the Wharton Business School of the University of Pennsylvania and a BS in mathematics from Haverford College. His research focuses on the intersection of organizational leadership, complexity science, computational organization theory and agent-based modeling. . Benyamin Lichtenstein, PhD, or 'Professor Benyamin,' as his students call him, has published more than 40 papers and chapters including articles in internationally recognized journals such as Organization Science, MIT Sloan Management Review, Journal of Business Venturing, Entrepreneurship Theory and Practice, and the Academy of Management Executive, where he received the "Article of the Year" award in 2000. In addition to his professional work, he finds great joy connecting with his wife Sasha and their two children, Simeon and Moriah. **Completed PlexusCalls are available as audio files at __@http://r20.rs6.net/tn.jsp?llr=8ga6yycab&et=1103666018316&s=376&e=001Sp5cwafyy5h6il7dIt_MFGQRNSfifqcrLve8MKoGCQRfS3XCe0tbeBaTEerNyWY1UrY6wIv01omhudneSAA7MPSkd1a1hNFVul_TLSzGgfoVj5J9Rq0SNOtev2JKY565__ **


 * **Plexus Institute**
 * Francis Hopkinson House**
 * 101 Farnsworth Avenue**
 * Bordentown, New Jersey, 08505**
 * Phone: 609-298-2140 [[image:chrome-extension://lifbcibllhkdhoafpjfnlhfpfgnpldfl/call_skype_logo.png]]609-298-2140    begin_of_the_skype_highlighting 609-298-2140 [[image:chrome-extension://lifbcibllhkdhoafpjfnlhfpfgnpldfl/call_skype_logo.png]]609-298-2140       <span class="skype_pnh_mark">end_of_the_skype_highlighting  **
 * Fax: 609-298-2160**
 * Email:** <span style="display: block; font-family: arial,helvetica,sans-serif; text-decoration: none;">**info@plexusinstitute.org** <span style="display: block; font-family: arial,helvetica,sans-serif;">**www.plexusinstitute.org** ||

=Academy of Management 2010 Conference - Montreal, Quebec, August 6-120= ===A Professional Development Workshop was held of Friday, August 6, 2010 at the Delta Cetre-Ville Hotel=== =Empirical Explorations of Complexity in Human Systems:= =Data collection and interpretation techniques=

CLICK HERE to got to a page that includes the presntations from the session and join in the discussion.

David Snowden; Cognitive Edge Ltd
===Pierpaolo Andriani; Durham Business School, UK===

=
=======================================================================

=Academy of Management 2009 Conference - Chicago, Illinois, August 8-12=

A Professional Development Workshop was held of Saturday, August 8, 2009 at the Sheraton Hotel, Arkansas Room:
=Complexity in Human Systems:= =Exploring how leadership should respond &what research has to say about it=

Other relevant Papers and Sessions:
Program Session #: 590 | Submission: 17563 | Sponsor(s): (IP) Scheduled: Monday, Aug 10 2009 8:00AM - 9:30AM at Hyatt Regency Chicago in Regency A Table 2

Session: Social Ties/Networks: You and me
Paper: **__Leadership through Social Networks: Mechanisms of individual influence on social process & structure__** Author: **James K. Hazy**; Adelphi U.

I propose to explicitly define leadership in the context of influence across social networks in complex systems of human agents, resources and tasks This is a new approach in that it promises an approach that is well specified, coherent across levels of analysis, is transparent to the outside observer and can be modeled computationally. Leadership is defined as those aspects of agent interactions which catalyze changes to the local rules defining other agent interactions. There are five distinct mechanisms of leadership influence to be observed. Leadership involves actions among agents that: (a) identify or espouse a cooperation strategy or program, (b) catalyze conditions where other agents choose to participate in the program, (c) organize choices and actions in other agents to navigate complexity and avoid interaction catastrophe (sometimes called “complexity catastrophe”), (d) form a distinct output layer that expresses the system as a unity in its environment, and (e) translate feedback into structural changes in the influence network among agents. The contribution of this approach is discussed.



Program Session #: **1428** | Submission: **17561** | Sponsor(s): **(IP)** Scheduled: **Tuesday, Aug 11 2009 11:30AM - 1:00PM** at **Hyatt Regency Chicago** in **Regency A Table 1**


 * Session Leadership Dynamics**

Author: **James K. Hazy**; Adelphi U.
 * __Paper: As Complexity Goes So Goes the Leadership: The Management Implications of Dynamical Systems__**

The growing field of complexity leadership argues that leadership emerges from within interactions. The specific nature of the interaction dynamics that enable organizing to emerge provides a context for leadership. Three dimensions of this complexity context are identified and described. A generative context for leadership is present when new knowledge or other resources in the environment are plentiful; in this case, encouraging new ideas and innovations becomes a focus of leadership attention. A unifying context exists when organizational decomposition, time, space and bureaucracy complicate organizing efforts as they scale up; information, knowledge and other resource flows become a focus of leadership in this context. Finally, a convergent context exists as solutions to pressing problems are sought; choosing direction and promoting efficiency become important when resources are constrained. Propositions are developed about the nature and implications of these dimensions at three levels of analysis.



October 7-8, 2008 Augsburg, Germany
View videos from the conference at: [|www.leading-in-complexity.org]

Invited Symposium at the Association for Psychological Science (APS) Convention May 2008, Chicago Illinois.
.

Conference on Social Entrepreneurship & Complexity
Was held April 24-26, 2008 Adelphi University, Garden City, New York [| call_for_papers - Social Entrepreneurship 11-16-07.pdf]

See the Program and the wikisite by clicking here.

"On the Organization Science of Extreme Events"
Click here for a list of research questions on complexity and extreme events generated during brainstorming at this conference. Program was a great success with panels including:


 * //Plenary Panel:// On the Nature of Extremes:** //Panel Chair: **Kathy Eisenhardt**// (Monument Peak)
 * **Robert Axtell:** //Nonexistence of a Typical Firm in the U.S. Economy: Extremely Heavy Tails in Firm Size and Growth//
 * **Paul Ormerod:** //Extreme Events and the Resilience of Capitalism//
 * **Nicolaj Siggelkow:** //Learning from Extreme Events//


 * //Plenary Panel:// Non-"Normal" Distributions:** //Panel Chair: **Kevin Dooley**// (Monument Peak)
 * **Pierpaolo Andriani:** //Modeling the Multiple Causes of the Italian Wealth Distribution//
 * **Jim Hazy:** //Emergent Agency in Collectives: Influence Power Laws & Evolutionary Selection in the Garbage Can//
 * **Kim Bloomquist & Edward Emblom:** //Estimation of Corporate Tax Underreporting Using Extreme Values from Operational Audit Data//
 * **Bill McKelvey:** //Pareto-Based Organization Science//


 * //Interactive Presentations//**
 * **Jim Hazy & Russ Marion:** //When Organizing in Extreme Situations, Is Far-From Equilibrium (FFE) a Meaningful Concept?//
 * **Benyamin Lichtenstein:** //The Driver of Emergence is from Extreme Events//


 * //Plenary Panel:// Methods: How to Better to Study Extremes:** //Panel Chair: **Alan Meyer**// (Monument Peak)
 * **Fabrice Cavaretta:** //Getting Disoriented by Performance Variability: A Peek through the Looking-glass Seperating Average and Extreme Outcomes//**Henrich Greve, Arie Y. Lewin, Silvia Massini, Lawrence Seiford, and Joe Zhu:** //Organizational Efficiency as Determinants of Learning and Selection: Insights from a Pareto Efficiency Frontier Analysis//
 * **Colin Beech, Rachel A. Dowty, and William A. Wallace.:** //Modeling Organizational Culture and Disaster Response with ORCiDS//
 * **Ehsan S. Soofi, Paul Nystrom and Masoud Yasai:** //Identification and Analysis of Extremes with Two Examples: Executives' Economic Forecasts after 9/11 and CEO Salaries//

//**Plenary Panel:**// **Organizational Learning from Extreme Events:** //Panel Chair: **Christina Fang**// (Monument Peak)
 * Sungho Kim et al.: //How the Presence of Hubs Influences the Balance between Exploration and Exploitation in a Series of Simulation Experimens//
 * **Frances Milliken et al.:** //How Power Clouds our Sense-making and Learning from Hurricane Katrina: Based on Actual Speeches by a Networked Group of Actors//
 * **Michael Tamuz et al.:** //How Groups of Actors Interpret a Severe Hospital Accident: An In-depth Qualitative Stud//
 * **Jerker Denrell & Christina Fang:** //Dangers of Learning from Extreme Success//


 * //Plenary Panel:// Complexity Leadership:**//Plenary Panel://Plenary Panel: Complexity Leadership: //Panel Chair://Panel Chair: **//Mary Uhl-Bien//**//Mary Uhl-Bien//Mary Uhl-Bien (Monument Peak)
 * **Mary Uhl-Bien:** //Overview of Complexity Leadership Theory//
 * **Lyndon Rego:** //Description of Katrina Aftermath//
 * **Max Boisot:** //Chaotic vs. Highly Ordered vs. Emergent Complexity Leadership after Katrina//
 * **Sean Hanna:** //A Practitioner Perspective//


 * //Plenary Panel:// Scalibility Dynamics:** //Panel Chair:// **Russ Marion** (Emigrant Peak)
 * **Denis Smith & Moira Fischbacher:** //Managerial Responses to Catastrophic Events//
 * **Ken Colwell:** //The Scale-free Dynamics of Complex Organizational Systems: The Emergence of Structure in the alliance Network of Nanotechnology Firms//
 * **Cristophe Belleval & Christophe Lerch:** //Overcoming Technical, Organizational & Cognitive Contradictions in New Product Design Processes: How a Minor Innovative Project Can Destablilize an Entire Organization//
 * **Benyamin B. Lichtenstein:** //A Scale-free Theory of Emergence: Four Sequences of Emergence within, Of, and Across Organizations//

at Texas Tech University October 10-12 2008.
Click here to see presentations by Mary Uhl-Bien, Benyamin Lichtenstein and Jim Hazy

Academy of Management 2007
A Professional Development Workshop (PDW) was held in August 2007 at the Academy of Management Annual Meeting in Philadelphia, PA with over 40 people in attendance. The presentation material used by the presentors is attached below. [| Complexity Leadership PDW 08-03-07.pps]

[|leadership consulting]