The Management of Complexity In Research and Development
Author: Verena Hein Company: 4academy Date Published: 2/5/2018
Pan Pacific Symposium
Abstract: The development and research work has always the challenge to act in and with complexity. A complex system/ problem is characterized by some traits. Such systems/ problems have a high number of variables which are coupled. Complex systems are self-dynamical. In complex development processes there are some time periods without any actions, effects, information or data outcome. Some parts of a complex system/ problem are non-transparent. In research work goals can be hidden, diffuse or can contradict each other. Between some effects and processes interactions with only weak relations exist. Often the complex system is novel for the scientist or engineer. Six fundamental failures in the handling of complex problems or systems have to be considered. The first failure is a wrong goal description. The second failure is the analysis of a complex system like a linear system. Early fixed focus on wrong topics and disregarding important themes and interactions are the third failure. The fourth failure is to forget to take side effects into account. The fifth failure is the overdrive of a dynamical system and underestimation of time delays. The sixth failure is the tendency of authoritarianism of humans which can be crucible in team work in complex projects. The paper will give an introduction about the traits of complex systems, problems, social work interactions and projects on examples of the experience from reliability work in microelectronics. The theoretical base for the special social components of complex problem handling will be explained on the psychological theory for the management of complexity. Some conclusions and recommendations for the daily work will be given.