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Komplexität – Komplexe Systeme

 

 

Geburtstagskuchen

 

FormLeerheit. Leerheit – Form.
Form ist nichts anderes als Leerheit, und Leerheit ist nichts anderes als Form.

Herz-Sutra Klassische Formel zur Auflösung des Widerspruchs von Vielfalt und Einheit


 

Komplexitätsansatz der Geschlechter

Komplexität unter Jungen äußert sich in komplexen Regeln und Aktivitäten.
Komplexität unter Mädchen erfordert komplexe Netzwerke von Beziehungen und komplexe sprachliche Ausdrucksformen, die dazu dienen in diesem Beziehungsnetzwerk zu vermitteln.

Zitate zum Thema Komplexität / Complexity

Zitate allgemein

Persönliche Bekenntnisse

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Paradox des Verstehens

  • Das Aushalten von Komplexität ist ein großes Thema dieser Zeit. […]
    Erst wenn wir es zulassen, dass wir etwas nicht verstehen, haben wir eine Chance es zu verstehen. Videovortrag zu den Ergebnissen der Studie "Wertewelt Gute Führung" (Forum Gute Führung) von Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Zukunft von Führung "Kompetent, kollektiv oder katastrophal?", veranstaltet von Messe Zukunft Personal, 18. September 2013, YouTube Film, Minute 10:24, 1:02:24 Dauer, eingestellt 27. September 2013

 

  • Wir müssen unterscheiden zwischen der Komplexität eines intelligenten Systems und der Komplexität eines Ergebnisses. Das, was die Menschen gern hätten, ist, dass die Dinge, die man tun und die Dinge, mit denen man umgeht, weniger komplex sind. Um das weniger komplex zu machen, muss ich ein System bilden, das in der Lage ist, Komplexität musterbildend zu reduzieren. Und das können witzigerweise nur Netzwerke. Unser Gehirn ist deshalb so unglaublich leistungsfähig in der Reduktion von Komplexität, weil es selber ein hochkomplexes Netzwerk ist. Video Fragenbeantwortung zu den Ergebnissen der Studie "Wertewelt Gute Führung" (Forum Gute Führung) von Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Peter Kruse, Fragen & Antworten auf der Zukunft Personal, veranstaltet von Messe Zukunft Personal, 18. September 2013, YouTube Film, Minute 4:55, 24:46 Minuten Dauer, eingestellt 19. September 2013

 

  • Management ist ein kybernetisch-evolutionärer Kreislauf-Prozess der kontrollierten Selbstorganisation und Selbstregulierung. Damit kann auch höchste Komplexität und Dynamik zuverlässig gemeistert werden. Interview mit Prof. Dr. Fredmund Malik (*1944) österreichischer Wirtschaftswissenschaftler mit Forschungsschwerpunkt Managementlehre, Managementberater, Direktor des Management Zentrums St. Gallen, Der Gewinn hat als Steuerungsgröße ausgedient, präsentiert von Handelsblatt Online, Thorsten Giersch, S. 3, 17. Januar 2011

General quotes

Personal avowals


Heliocentric universe
Harmonia Macrocosmica, 1660
Andreas Cellarius (1596-1665)
Dutch-German cartographer
  • I have devoted 30 years of research to how creative people live and work, to make more understandable the mysterious process by which they come up with new ideas and new things. If I had to express in one word what makes their personalities different from others, it’s complexity. They show tendencies of thought and action that in most people are segregated. They contain contradictory extremes; instead of being an individual, each of them is a multitude. Mihaly Csikszentmihalyi, Ph.D. (*1934) Hungarian professor of psychology, happiness researcher, Peter F. Drucker Graduate School of Management, Claremont Graduate University, University of Chicago, happiness researcher, leader of the Quality of Life Research Center, developer of the flow concept, Creativity. Flow and the Psychology of Discovery and Invention, Harper Perennial, 9. May 1997

 

Insights

  • For every complex problem there is an answer that is clear, simple, and wrong. H. L. Mencken (1880-1956) US American critic of American life and culture, satirist, journalist, magazine editor, essayist, author, source unknown
  • Without the many there cannot be the one, without the one there cannot be the many. Buddha (563-483 BC) Indian Avatar, teacher of enlightenment, central figure of Buddhism

 

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Awakened leaders are faced with enormously complex issues.

  • Enlightened leadership [...] is not that they're at a higher stage, but is that so you can adjust the way you communicate with people at every stage. It's to be more effective with the entire spectrum of individuals at different levels of resonance, of unfolding, of development. […] It's going to be a decade or two while we have a series of enlightened [awakened] leaders discussing these topics. […] It's going to be a decade or two of leaders grappling with just this issue [of Integral Thought]. And I think this issue is beyond anyone person like Plato or Socrates or anybody. It's just an unbelievable complex issue. Ken Wilber (*1949) US American transpersonal philosopher, consciousness researcher, thought leader of the 3rd millennium, author, US American 3rd millennia philosopher, Integral "Third-Way" Politics, presented by holons-news, host Corey W. deVos, US American webmaster of Integral Life, senior editor of KenWilber.com, writer, YouTube film, minute 7:08, 31:10 minutes duration, posted 26. May 2008

 

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Complexity vs. complicatedness

Interconnectedness of ecosystems with climate change, governments, corporations

  • The more you step back to embrace complexity the better chance you have of finding simple answers. And it is often different than the simple answer you started with. [...]
    Simplicity lies often on the other side of complexity. Eric Berlow, US American ecologist, How complexity leads to simplicity, presented by TED Talks, minute 1:54, 3:43 minutes duration filmed July 2010, posted November 2010

 

 

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Complex monetary systems:

Efficiency and resilience based on diversity and interconnectivity

  • We are dealing with a systemic, systematic repeated process [of banking crashes]. The structural cause [lacking diversity and interconnectivity] has indeed never been [properly] addressed. […] 96 banking crises before this one [Sept 2008] and 176 monetary crises according to the World Bank [in the last 25 years].
    Via complexity theory we now can measure sustainability with a single metric. And it involves two key variants:
    1. one is efficiency of complex systems
    2. and the other one is resilience.
Both of them are dependent on internal structural variables which are
We can therefore learn from natural systems that we need to have a certain amount of diversity and a certain amount of interconnectivity (in other words different relationships) in order to be able to have a system that is sustainable, that will last, that will adapt to different shocks or changes in the environment.
Our monetary system is obviously a monopoly, a monoculture. Therefore, the solution is to go to a ecosystem of monetary solutions, different currencies for different purposes that make it possible for society to not only measure what's going on, but also to motivate people to do things that are spontaneously not happening. […] The solution is complementary currencies. Video interview with Bernard Lietaer, Ph.D. Lietaer.com (*1942) solution oriented Belgian economist, co-designer of the European € currency, Central Bank of Belgium, professor of International Finance, University, Louvain, Belgium, research fellow Center for Sustainable Resources, UCB, co-founder of Monetary Crises and Complexity Theory.dv, YouTube film, 3:45 minutes duration, posted by kiwah.org 12. January 2010

 

  • Die Einfachheit auf der falschen Seite des Komplexen ist stumpfsinnig und langweilig. Schauen wir uns aber die andere Seite an, finden wir eine Einfachheit, die ganz natürlich genau auf den Punkt kommt. Interview mit Dr. Robert Kegan (*1946) US-amerikanischer Professor für Führungswissenschaft und Erwachsenenbildung, Harvard Universität, Vizedirektor der Change Leadership Group, Autor, Erkenntnistheorie, das Bewusstsein vierten Grades und die Subjekt-Objekt-Beziehung oder [...] die Entwicklungsstufen des Selbst, präsentiert von Magazin Was ist Erleuchtung?, Elizabeth Debold, Ed.D., US-amerikanische Genderforscherin, Lehrerin, WIE-Chefredakteurin (2006-2011), Kulturkommentatorin, Autorin, Heft 8, ~2001

 

  • Out of intense complexities, intense simplicities emerge.   Winston Churchill (1874-1965) British prime minister of the United Kingdom during the 2nd World War (1940-1945) and (1951-1955), racist war criminal, aphorism

 

   Signs of cognitive threshold: 1. Gridlock (information overflow). 2. Beliefs are substituted by facts. 3. Collapse

  • The point at which a society can no longer 'think' its way out of its problems, is called the cognitive threshold. And once a society reaches this cognitive threshold, it begins passing unresolved issues from one generation to the next until, finally, one or more of these problems pushes civilization over the edge. […]
    They are multi-layered, chaotic issues involving many, many variables packed in dynamic ways. In fact, our problems have become so large and so complex that experts can't agree on what the problem is anymore. As a result, leaders have become dependent on sophisticated computer-based models.
    1. Reaching an impasse is the earliest sign that a society has hit a cognitive threshold.
    2. Then, as conditions grow more desperate, a second symptom appears: substitution of beliefs for knowledge and fact […] Beliefs are merely ideas that have not been proven. […] But we are also an organism that requires knowledge: proven data to make rational decisions and solve problems. There is no debate that knowledge is much harder to obtain than belief. […]
    3. Once a society begins exhibiting the first two signs – gridlock and the substitution of beliefs for facts – the stage is set for collapse.
Rebecca Costa, US American sociobiologist, radio talk show host, public speaker, author, The Watchman's Rattle. A Radical New Theory of Collapse, Vanguard Press, 1st trade paper edition 13. November 2012

 

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"Aha" moments/insights: third kind of solving complex problems.

Book The Watchman’s Rattle, November 2012

  • Insight happens when we encounter a really complex problem which exceeds the abilities of traditional left and right brain thinking. Most problem solving we do day in and day out uses left brain rational thinking or right brain synthesis. These are the methods of problem solving we have been evolving for the past four million years. But every once in a while we come across a problem which is simply too hard. Sometimes, not often, a brilliant answer seems to effortlessly drop out of thin air. We can't trace the steps leading to the answer so we have no idea how we arrived at it. Neuroscientists also call this an "Aha" moment after Archimedes who discovered displacement when he climbed into a bathtub and watched the water spill over the edges. Insight is a spontaneous organization of chaos and seems to have something to do with an area of the brain called the STG which lights up like a Christmas tree when Insight is being used. Thanks to modern MRI technology we can now see insight at work. We can even predict when it is going to be used about 300 milliseconds beforehand. Rebecca Costa, US American sociobiologist, radio talk show host, public speaker, author, The Watchman's Rattle. A Radical New Theory of Collapse, Vanguard Press, 1st trade paper edition 13. November 2012

 

  • A complex environment is one that demands picking the right choice in order to succeed. If there are many possibilities that are wrong, and only a few that are right, we have to be able to choose the right one in order to succeed. Yaneer Bar-Yam (*1959) US American physicist, systems scientist, founding president of the New England Complex Systems Institute, source unknown

 

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Sleep over a problem to allow the unconscious to deliver solutions.

 

  • If you can't dazzle them with brilliance, baffle them with bullshit. Colloquial American expression

Quotes by David R. Hawkins

⚠ Caveat See Power vs. Truth, January 2013

  • In overview, we can see that from time immemorial, man has tried to make sense of the enormous complexity and frequent unpredictability of human behavior. A multitude of systems have been constructed to try to make sense of that which is incomprehensible comprehensible. To 'make sense' has ordinarily meant to be able to be definable in terms that are linear: logical and rational. But the process, and therefore the experience, of life itself is organic – that is to say, nonlinear by definition. This is the source of man's inescapable intellectual frustration. Dr. David R. Hawkins, Power vs. Force. The Hidden Determinants of Human Behavior, S. 37, Hay House, February 2002

 

Holomovement – Implicate / Explicate orders: David Bohm’s holomovement contains – two coexisting orders:
1. the ubiquitous wavelike unmanifest implicate order – "information field interpenetrating every point in space-time" (corresponding with the right brain hemishpere)
2. the localized manifest (visible and touchable) explicate order (corresponding with the left brain hemishpere).

Listen also: Audio recording by Alan Watts (1915-1973) British religious philosopher, minister, Episcopal priest, Zen expert, speaker, writer, Prickles and Goo, presented by Furry Carlos Productions, South Park, animation by Trey Parker, Matt Stone, YouTube film, 2:35 minutes duration, posted  23. August 2007

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Neither singularity nor multiplicity are real.

  • From the viewpoint of singularity, there appears to be multiplicity, but from the omnipresence of simultaneous multiplicity, there is only the singularity of oneness. Omnipresence obliterates any perceptual artifact of either singularity or multiplicity. In reality, neither condition exists. There is neither ‘here’ nor ‘there’; there is neither ‘now’ nor ‘then’; there is neither ‘past’ nor 'future'; there is neither 'complete' nor 'incomplete', nor is there 'becoming' in that which is already and totally self-existent. Time itself is an arbitrary point of observation as is the speed of light. Our customary attempts to describe the universe can be seen not as a description of the universe but instead as a description of arbitrary points of observation and really as a map of how the ordinary mind works. David R. Hawkins, Eye of the I from Which Nothing is Hidden, S. 16, Veritas Publishing, revised edition 2002

 

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Oneness and diversity are the same.

 

  • The consciousness levels of the 400s represent the emergence of the capacity to synthesis and utilise lineaer abstractions and symbols of great complexity and to extract significance and meaning as well as predictive verification. Intelligence comprehends hierarchical fields of organisational rank and discerns value to reliability, implied worth or significance. It stratifies prioritisation via sequence to classification systems that are analogous to paradigm, domain, category, class, species, subspecies, genus and then finally, specific example. […] Although the content is linear, its overall direction and source of functioning are non-linear. Dr. David R. Hawkins, Transcending the Levels of Consciousness, chapter 13 Reason, S. 221-222, 2003

 

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Payoff or outward projection

  • Question: It seems as though the ego's attachments are multitudinous and almost overwhelming.
    Answer: Complexity is a perception of the ego/mind. One sharp knife can cut through hundreds of different objects; there is only the necessity of one simple action. Analogously, there is only one simple key concept necessary to disengage from all the ego's encumbrances. It has only one addiction, which is to subjective pleasure/gain. That is the secret payoff of all desires, projected values and attractions. This is exaggerated by projected value, worth, glamour, or specialness. There is only one gain, and this same gain is merely superimposed on everything that is desired and therefore attracts attachment. The pleasure is associated with derived happiness. Thus, the ego has only one goal. That discernment enables escape from all attractions. This solitary motive is merely projected onto multiple diverse objects, persons, or qualities. Dr. David R. Hawkins, Discovery of the Presence of God, chapter 5 Clarifications, S. 119-120, 2003

 


Einige Rechte vorbehalten, Elijah Nouvelage

 

  • Complexity is a perception of the ego/mind. One sharp knife can cut through hundreds of different objects; there is only the necessity of one simple action. Analogously, there is only ONE SIMPLE KEY CONCEPT necessary to disengage from all the ego’s encumbrances: it has only one addiction, which is subjective pleasure/gain. That is the secret payoff of ALL desires, projected values, and attractions. This is exaggerated by projected value, worth, glamour, or specialness. There is only ONE gain, and this same gain is merely superimposed on everything that is desired and therefore attracts attachment. The pleasure is associated with derived happiness; thus the ego has only one goal. That discernment enables escape from all attractions. This solitary motive is merely projected onto multiple diverse objects, persons, qualities, events, or circumstances. Dr. David R. Hawkins, Dissolving the Ego, Realizing the Self. Contemplations from the Teachings of David R. Hawkins, M.D., Ph.D., edited by Scott Jeffrey, chapter 3 Pathway of Mind, S. 61, quote 2, Hay House, August 2011

 

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Options to project onto the world:

'Madhouse', 'Recuperation ward', 'The world is a joke', 'A tragedy', 'Perplexity', 'The world's purpose is salvation', 'Purgatorial', 'Comedy', 'Sadness'

  • Question: What's the point of our physical bodies and realities if we are all one, all the same?
    Answer: You're mixing levels. The oneness is the level of context, not of physicality. The One emerging as the many. The oneness of life emerges through multiple expressions. Although multiple in their physicality they were one in the Source of life itself. Form is one of multiplicity, diversity. Dr. David R. Hawkins, Sedona Seminar Experiential Reality: The Mystic, 3 DVD set, 8. December 2007

 

Quotes by Peter Kruse

Personal avowals

Englische Texte – English section on Complexity

Funneling the complexity of modernity in view of the Internet – Peter Kruse


Five in-sufficient coping strategies in dealing with the Internet and complex systems
PhaseCoping strategyLegend
1.Trial and errorPlayful childlike approach
2.RepressionClinging to the old behavioral patterns ♦ Denial of complexities
3.Rational pervasion
Understanding details
Rationality is counterproductive in the modern world of commerce.
4.Focusing on less criteria
Slogan: Simplify your life!
Old motto: Rates, profit and prices are trump.
Trivialisation is an inoperative coping strategy. It's only beneficial within simple systems.
It's actually destroying complex systems.
5.Emotional assessment
of value
Intuitive operation
New insight: The intuitive decision is the best method of resolution.
⚡ Caveat: The basic condition of intuition has to be congruent with the current stage of development.
Collective intuition (polls by the many) are a more reliable approach than the choice of one individual.
Source: ► Video interview with Peter Kruse, Ph.D. (1955-2015) German psychologist, expert on complexity processing in intelligent
networks, CEO of Nextpractice, Kollektive Intelligenz [Collective wisdom], YouTube film, 5:55 minutes duration, posted 18. June 2011
See also: ► Internet and ► Intuition and ► Spiel – Play and ► Einfachheit – Simplicity and
Verstand – Intellect and ► Kollektive Weisheit – Collective insight

 

Recommendation: Remain vigilant.Keep networking with all and everything.Apply collective intuition.

 

"In overview, we can see that from time immemorial, man has tried to make sense of the enormous complexity and frequent unpredictability of human behavior. A multitude of systems have been constructed to try to make sense of that which is incomprehensible comprehensible. To 'make sense' has ordinarily meant to be able to be definable in terms that are linear:
logical and rational.
But the process, and therefore the experience, of life itself is organic – that is to say, nonlinear by definition. This is the source of man's inescapable intellectual frustration.  
Dr. David R. Hawkins (1927-2012), Power vs. Force. The Hidden Determinants of Human Behavior, S. 37, Hay House, Februar 2002

Groundbreaking research on the ownership relations of international companies – James Glattfelder

In 2007 James B. Glattfelder, a Swiss chair of systems design and empirical complexity analyst, and his team found via "network topology" based on the advanced technology of supercomputers and chaos theory


Superconnected companies are red,
very connected companies are yellow.
The size of the dot represents revenue.
  • 1,318 transnational corporations that form the core of world economy and
  • more deeply hidden a "SUPER-ENTITY" of only 147 CORPORATIONS operating worldwide and owning each other's companies by shares.

Together the 1,318 plus the 147 corporate units dominate 80% of the world economy.
Within the super-corporation of 147 corporations, a good-old-boys-club, only 1% controls 40% of the world's wealth. The top 20 are mostly financial institutions (Barclays Bank, JPMorgan Chase & Co., and The Goldman Sachs Group).

"In effect, less than 1 per cent of the companies were able to control 40 per cent of the entire network." James B. Glattfelder, Ph.D., former Swiss chair of systems design, empirical analyst of ownership relations of a large database of international companies, ETH, Zürich, independent author

 

Entangled web of control
The Top 10 identified network core control-holders worldwide are:

U.S.A.
2. The Capital Group Companies
3. Fidelity Investments
5. State Street Corporation
6. JP Morgan & Chase
8. Vanguard Group
10. Merrill Lynch
Great Britain
1. Barclays
7. Legal & General Group
France
4. AXA
Switzerland
9. UBS

These few alone control 19.45 % of the global financial network.

 

The top 50 firms of which control nearly 40% of the global financial network.

"The ranking of powerful international players shows that many of the top actors belong to the core. This means that they do not carry out their business in isolation but, on the contrary, they are tied together in an extremely entangled web of control." James B. Glattfelder, Ph.D., former Swiss chair of systems design, empirical analyst of ownership relations of a large database of international companies, ETH, Zürich, independent author, Stefania Vitali, and Stefano Battiston, The 10 firms that rule the world, washingtonpost.com/blogs, Suzy Khimm, 7. November 2011

 

Only detectable within the 3rd millennium via committed teamwork and high tech, this elite-entity had been present for centuries. The instability and lacking sustainability of a tightly-knit supercorporation became apparent as a result of the financial collapse of 2008, when one company [Lehmann Brothers] suffered distress which propagated through the network.

 

Sources featuring James B. Glattfelder, Ph.D., former Swiss chair of systems design, empirical analyst of ownership relations of a large database of international companies, ETH, Zürich, independent author
► Cited in article: Revealed. The capitalist network that runs the world, presented by UK-based weekly English-language international science magazine New Scientist Physics & Math, Andy Coghlan, Debora MacKenzie, issue 2835, 19. October 20111
► Article James B. Glattfelder, Ph.D., S. Vitali, S. Battiston, The network of global corporate control, Swiss Federal Institute of Technology, Zurich, 19. September 2011
► Video presentation Who controls the world? [Wer kontolliert die Welt?], presented by TEDxZurich Talks, Zürich, 14:11 minutes duration, filmed October 2012, posted February 2013
Reference:Article The LIBOR Scandal for Dummies, presented by Money Talks News, Stacy Johnson, 23. July 2012
Schriftliche Referenzen Artikel:
Neue Studie der ETH Zürich über die einflussreichsten Unternehmen der Welt bestätigt große Machtkonzentration in wenigen Händen, präsentiert von Blicklog, Dirk Elsner, 22. August 2011
ETH Zürich: Weltwirtschaft wird von 147 Firmen beherrscht, präsentiert von Kommunisten.ch, 30. Oktober 2011
147 Konzerne kontrollieren die gesamte Weltwirtschaft, präsentiert vom deutschen Wissenschaftsmagazin Forschung und Wissen, 24. Juni 2014
See also:
Statistics of economic inequality in the United States (1774-2011)
Statistics on the worldwide inequality gap (2014-2015-2016)
Timeline of long-term mass mind control administered by the parallel government

Thinking complexity

Systems thinking can be roughly summarized in/as ten thinking skills, used to make decicions on
        1. chosing what to include in one's mental models,
        2. drawing the elements and their relationships and
        3. mentally simulate the outcomes of these interactions.

Ten thinking modalities to cope with complexity
༺༻SkillMode of thinkingFocus
1.FilteringForest thinkingBig picture, the whole
2.FilteringHorizontal thinkingAcross disciplines
3.FilteringDynamic thinkingOver time
4.DrawingOperational thinkingDetailed cause-effect networks
5.DrawingGeneric thinkingPatterns across domains or isomorphism
6.DrawingFeedback thinkingLoops
7.DrawingSystem-as-cause thinkingLowest part of the ice-berg upwards
8.SimulationQuantitative thinkingConstructing variables
9.SimulationBathtub thinkingAccumulative effects of stock and flow
10.SimulationLeverage thinkingBest influence
Source: ► Guthrie Cameron, Ph.D., French professor of systems thinking,
Thinking Complexity, presented by Iversity, free online course, 2016
Source: ► Komplexität – Complexity

Y


 

Links zum Thema Komplexität / Complexity

Literatur

Literature (engl.)

Externe Weblinks


External web links (engl.)


Audio- und Videolinks

  • Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, 05 Wie reagieren Menschen auf wachsende Komplexität?, YouTube Film, 5:12 Minuten Dauer, eingestellt 25. März 2008
  • Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Geschwindigkeit vs. Komplexitaet, YouTube Film, 1:26 Minuten Dauer, eingestellt 2. Februar 2009
  • Video Impulsreferat von Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Impulsreferat Professor Kruse, veranstaltet von Kongress ZEITZEICHEN, Berlin, 15. Februar 2015, YouTube Film, 59:11 Minuten Dauer, eingestellt von visionary tv 22. April 2015

Audio and video links (engl.)

Men have 6.5 times more grey matter [thinking neurons] and better spatial orientation and maths skills than women.
Women have 10 times more white matter [connective neurons] and 12% more closer knit neurons and a bigger corpus callossum than men. Brainwise women are better equipped for problem solving than men.

 

Interne Links

Englisch Wiki

Hawkins

 

 

1 Reissued article REVEALED: The Capital Network That Runs The World, presented by US American business, celebrity and technology news website Business Insider, Gus Lubin, 21. October 2011

 

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