The project as a system. Inducing emergence of a system rather than designing a system

Abstract

In this article we consider how the activity of design and manage a system withinthe conceptual framework of the classical systemics assumes validity of concepts and approaches based, for instance, on explicit and symbolic representations; completeness; explicit decisions; adoption of control, degrees of freedom, optimisation, regulation and planning. Complex systems instead require different approaches since they are combinations of functioning and emergence. The systemics of complexity is rather based onconcepts like coherence; incompleteness; induction; multiplicity of representations, levels of descriptions, and models; multiple systems; non-explicitness; non-invasiveness; non-prescribability; structural dynamics; and usage of degrees of freedom. This requires new competences and approach for the managerial activity in any field by using new appropriated knowledge and approaches in order to combine, i.e., allow multiple usages of design and emergence, to induce, keep and act on complex systems.