THE PROBLEM OF EMERGENCE IN THE MANAGEMENT OF COMPLEX SYSTEMS

Abstract

The research delves into the intricacies of emergence within managing complex systems. It provides a comprehensive examination of how new properties that are not inherent in their components manifest at the system level. This phenomenon, known as emergence, holds significant implications for project management, particularly in assessing risks and interrelations among various factors. The study explores the foundational techniques that L. Bertalanffy and A. Hall proposed for analyzing system integrity, emphasizing their application in social and technical systems. These methodologies underscore the importance of understanding the dynamic interplay between system components and the system as a whole. Particular emphasis is placed on identifying systemic objectives and patterns, such as equifinality ― the principle that different initial conditions can lead to the same final state — and progressive factorization, which involves breaking down complex systems into more straightforward, manageable parts. By focusing on these aspects, the research highlights the importance of a holistic approach to system management, where the interaction between parts leads to emergent properties that cannot be predicted by analyzing the parts in isolation. The findings of this research furnish novel theoretical and practical approaches for the effective management of complex systems and projects. By considering facets like interaction, coordination, and management efficacy, the study offers valuable insights for improving project outcomes. These approaches are particularly relevant for project managers and system analysts who must navigate the complexities of modern, multifaceted systems, ensuring that emergent properties are identified, understood, and effectively managed to achieve desired outcomes.