SpiritualWiki - Komplexitaet

Form – Leerheit. 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

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Systemstillstand – Rebecca Costa

Angesichts überwältigender weltumspannender sozialer, wirtschaftlicher und ökologischer Probleme, deren Lösung aussteht, identifizierte die amerikanische Soziobiologin Rebecca Costa fünf zentrale Glaubenssätze,
die komplexe Problemknäuel in westlichen Ländern nicht löst, sondern anwachsen lässt.

༺༻	༺·Glaubenssatz/Verhalten·༻	Beschreibung
1.	Irrationale Opposition	Einigkeit kommt leicht zustande, in dem was wir NICHT wollen (Euro, Umweltzerstörung, Rassismus). Schwierig ist es, einen gemeinsamen Nenner zu finden, was die Gemeinschaft stattdessen anstrebt.
2.	Personalisierung von Schuld	Statt ein Problem als eine gemeinsam zu lösende Aufgabe anzusehen, werden Sündenböcke gesucht – und verurteilt.
3.	Pseudo-Korrelationen	Durch pseudowissenschaftliche Erklärungen von Zusammenhängen, werden vermeintliche Wirkungsmechanismen suggeriert, welche real gar nicht existieren. Das vernebelt den Blick auf tatsächlich mögliche Lösungen.
4.	Silodenken	Auf sich selbst bezogene Parteien, Abteilungen in Unternehmen, Verbände und dergleichen haben einen Tunnelblick, der den größeren Zusammenhang ausblendet und eine vernünftige Lösungssuche blockiert.
5.	Extreme Monetarisierung	Nur noch das Geld zählt. Was sich nicht in Geld ummünzen lässt, wird übergangen.

Quelle (engl.): ► Rebecca Costa, US-amerikanische Soziobiologin, Radio Talkshowmoderatorin, Dozentin, Autorin,
The Watchman's Rattle. A Radical New Theory of Collapse, Vanguard Press, 13. November 2012

Siehe auch: ► Skandalierer ♦ Skandaliertes ♦ Öffentlichkeit ⇔ Opferung

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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.

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Zitate zum Thema Komplexität / Complexity

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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" (Nextpractice Forum) 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, Unterneh-
mensberater, 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

Russische Matrjoschka

Wir müssen unterscheiden zwischen der Komplexität eines intelli-
genten Systems und der Komplexität eines Ergebnisses. Das, was die Menschen gern hätten, ist, dass die Dinge, die man tut und die Dinge, mit denen man umgeht, weniger komplex sind.
Um das weniger komplex zu machen, muss ich ein System bil-
den, das in der Lage ist, Komplexität musterbildend zu reduzie-
ren. 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" (Nextpractice Forum) von Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisa-
tionspsychologie, 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 Selbst-
regulierung. 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 der deutschen Wirtschafts- und Finanzzeitung Handelsblatt Online, Thorsten Giersch, S. 3,
17. Januar 2011, 9. Oktober 2012

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 dem deutschen Magazin "Was ist Erleuchtung? (WIE)", Elizabeth Debold, US-amerikanische Genderforscherin, Lehrerin, Chefredakteurin des aufgelösten Magazins WIE (2006-2011), Kulturkommentatorin, Autorin, Heft 8, ~2001

Es tauchen ständig Dinge auf, mit denen man nicht gerechnet hat. Das lässt manches vielleicht kompliziert erscheinen. Dazu kommt, dass die Komplexität in allen Bereichen steigt, selbst bei vermeintlich einfachen Alltäglichkeiten. Das heißt, die Anforderungen an den Einzelnen werden höher, und damit wird das Leben ein Stück weit komplizierter. Komplex und kompliziert darf man aber nicht verwechseln. Es ist nicht die Komplexität, die Kompliziertheiten schafft, denn Kompliziertheiten kann man ganz einfach wieder abschaffen, wenn man sie erkannt hat.
Interview mit Harry Gatterer, österreichischer Geschäftsführer von Zukunftsinstitut Österreich, "Die Welt tendiert zur Komplexität", Teil 1, Gastgeberin Beate Kreuzer, präsentiert von dem Audi-Magazin, Ausgabe 1, 2017

Referenzen: de.Wikiquote-Einträge ► Komplexität und ► Kompliziertheit

Literaturzitate

Der Mensch kommt erst ganz langsam dahinter, wie unendlich kompliziert die Welt ist. Zuerst denkt er sie sich ganz einfach, d.h. so oberflächlich als er selbst ist. Er geht von sich aus, von dem allerspätesten Resultat der Natur, und denkt sich die Kräfte, die Urkräfte so, wie das ist, was in sein Bewusstsein kommt. […] Der Mensch kennt die Welt in dem Grade, als er sich kennt: das heißt ihre Tiefe entschleiert sich ihm in dem Grade, als er über sich und seine Kompliziertheit erstaunt.
Friedrich Wilhelm Nietzsche (1844-1900) deutscher klassischer Gelehrter, Kulturkritiker, Philosoph des Nihilismus, Schriftsteller, Nietzsches Werke, Band 1, Nachgelassene Werke. 1872-1873 – 1875-1876, S. 144, C. G. Naumann Verlag, Leipzig, 2. Auflage 1903; Giorgio Colli und Mazzino Montinari, italienische Herausgeber, Sämtliche Werke. Kritische Studienausgabe in 15 Bänden, Dritte Abteilung, Vierter Band, S. 45-46, Walter de Gruyter, Berlin, New York, 1978, Deutscher Taschenbuch Verlag (dtv), 1. Mai 2005

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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 tenden-
cies 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. (1934-2021) 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

Conclusions

When the obstacles in the world become greater and more complex and seem to be coming from all directions at once, there are two great tendencies in the psyche.
1. One is to simplify and quickly adopt some form of fundamentalism.
2. The other is to accept the multiplicity and the great tension that come from embracing the world as it
  presents itself.

Michael Meade Mosaicvoices.org (*1944) US American storyteller, scholar of mythology, psychology, anthropology, ritualist, spokesman in the men's movement, author, Men and the Water of Life. Initiation and the Tempering of Men, HarperCollins,
1st edition 1. June 1993, GreenFire Press, 2nd edition 1. October 2006

Life is of course complex. It always has been for every living organism. Whether you are a child or a caterpillar, a politician or a babysitter you are already doing complexity, all day, every day. There is nothing impossible about it. Article by Nora Bateson, US American filmmaker, facilitator, educator, writer, Complexity Isn't Complicated, We're Already
Living It, presented by the independent, non-profit media platform Emerge, 11. April 2019

Insight

Explanations exist; they have existed for all time; there is always a well-known solution to every human problem –
neat, plausible, and wrong.
[Abbreviated version] 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,
cited in: article The Divine Afflatus, presented by the "New York Evening Mail", 16. November 1917; later published in Prejudices. Second Series, 1920 and A Mencken Chrestomathy, 1949

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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 philo-
sopher, 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.
Video presentation by Eric Berlow, US American ecologist, data scientist, co-founder of Vibrant Data, Simplifying complexity, presented by TED Talks, minute 1:54, 3:43 minutes duration filmed July 2010, posted November 2010

Reality is so complex, we must move away from dogma, whether it's conspiracy theories or free-market.
James B. Glattfelder, Ph.D. (*1972) Swiss physicist, complexity scientist, data scientist, philosopher, 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 the UK-based weekly English-language international science magazine New Scientist Physics & Math, Andy Coghlan, Debora MacKenzie, issue 2835, 24. October 2011

Most people who have journeyed to the DMT realm argue that what they have experienced is just as real as experi-
ences made during the sober waking state – if not much more so. As mentioned, it is tempting to disregard such experiences as hallucinations – nothing more, nothing less. However, this raises philosophical questions. Recall that neuroscientists are quite clear: Our – by "teleporting" my mind to the DMT realm. Indeed, simply by shutting down the left hemisphere of the human brain appears to induce travels of the mind, allowing consciousness to access a "place"
of peace and euphoria. How can I then be certain that the fidelity and truth content of the one hallucination is superior
to the other? What epistemic guarantee do I have that would allow me to negate the reality of the DMT realm?
How can I exclude the possibility that reality is indeed "queerer than we can suppose"
and everything I have ever known about is metaphorically restricted to a tiny isolated island in a vast archipelago
of transcendental existence?
James B. Glattfelder, Ph.D. (*1972) Swiss physicist, complexity scientist, data scientist, philosopher, former Swiss chair of systems design, empirical analyst of ownership relations of a large database of international companies, ETH, Zürich, independent author, Information―Consciousness―Reality. How a New Understanding of the Universe Can Help Answer Age-Old Questions of Existence, Springer, 1st edition 24. April 2019

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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

diversity and interconnectivity. […]

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. (1942-2019) 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 the ACCESS Foundation, author, Monetary Crises and Complexity Theory, YouTube film, 3:45 minutes duration, posted by 12. January 2010

Reducing complexity by order formation is the number one skill needed by all leaders in the twenty-first century.
Dr. Peter Kruse (1955-2015) German psychologist, expert in complexity processing in intelligent networks, CEO of Nextpractice, management consultant, cited in: Deleted article Soft Values, Hard Facts, presented by Google's publication Think Quarterly, Ulrike Reinhard, March 2011

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, cited in: Goodreads Quotable Quote

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 know-
  ledge 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 possibi-
lities 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 (NECSI), Making Things Work. Solving Complex Problems in a Complex World, NECSI, 1. January 2004

Life and other complex systems not only do not contradict the second law but exist because of it. Moreover, life
and other complex systems reduce preexisting gradients more effectively than would be the case without them.
Eric Schneider, Dorion Sagan, Into the Cool. Energy Flow, Thermodynamics and Life, The University of Chicago Press, June
2005, 31. Dezember 2006

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

The brain regions that were active during the initial learning of the decision information continued to be active (we call this unconscious neural reactivation) even while the brain was distracted with another task. This reactivation was predictive of how good participants were at making a better decision – more reactivation was associated with better decisions. J. David Creswell, Ph.D., US American neuroscientist, Carnegie Mellon University, cited in: Stop Trying to Solve Problems. Hack the brain to increase complex problem solving, presented by the
US American bimonthly magazine Psychology Today, David Rock, 18. September 2012

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

References: en.Wikiquote entries ► Complexity and ► Simplicity

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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 definab-
le 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.

Inasmuch as the entire universe and everything in it is a karmic unity, the Allness of Reality is the realization of enlightenment. If all is a karmic unity that originates from the same source, then to see any separation is an artifact of perception. In Reality, the one and the many are the same.
Dr. David R. Hawkins, I. Reality and Subjectivity, chapter 15 "Karma", S. 251, 2003

The consciousness levels of the 400s represent the emergence of the capacity to synthesis and utilise lineaer ab-
stractions 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

Comprehension at great depths unravels the essential truth of seeming complexity. It is said that there are 10,000 ways to God, yet they can all be reduced to certain critical elements common to all successful pathways.
Dr. David R. Hawkins, Along the Path to Enlightenment. 365 Reflections from David R. Hawkins, edited by Scott Jeffrey, "Preface", January 2011

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

If you want complexity you will never get the truth, which is simplicity. There are no "others" only One, that One crea-
ted Mind which in turn created everything else [...] God and a hierarchy to run things [...] angels, attractor fields, etc..
Dr. David R. Hawkins, Long Beach, California, Seminar The Clear Pathway to Enlightenment, 3 DVD set, 8. March 2008

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Quotes by

Personal avowals

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Englische Texte – English section on Complexity

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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

Phase	Coping strategy	Legend
_1.	Trial and error	Playful childlike approach
_2.	Repression	Clinging 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 Dr. Peter Kruse (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 ► Collective wisdom and ► Intuition and ► Play and ► Simplicity and ► Intellect

Siehe auch: ► Die Komplexität des Internets und der modernen Welt kanalisieren – Peter Kruse

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 unpredic-
tability of human behavior. A multitude of systems have been constructed to try to make sense of that which is incomprehensible com-
prehensible. 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

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

In 2007 James B. Glattfelder, Ph.D. (*1972), 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

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 & Company, 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. (*1972) Swiss physicist, complexity scientist, data scientist, philosopher, 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 the UK-based weekly English-language inter-
national science magazine New Scientist, Debora Mackenzie and Andy Coghlan, 19. October 2011

Superconnected companies are red,
very connected companies are yellow.
The size of the dot represents revenue.

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. (*1972) Swiss physicist, complexity scientist, data scientist, philosopher, 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, cited in: blog article The 10 firms that rule the world, presented by
the US American daily newspaper The Washington Post, 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. (*1972) Swiss physicist, complexity scientist, data scientist, philosopher, 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 the 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. (*1972), 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?, presented by TEDxZurich Talks, Zürich, 14:11 minutes duration, filmed October 2012,
posted February 2013

Reference: ► Article The LIBOR Scandal for Dummies, presented by the publication Money Talks News, Stacy Johnson, 23. July 2012

Schriftliche Referenzen Artikel:
► Blogartikel 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
► Artikel ETH Zürich: Weltwirtschaft wird von 147 Firmen beherrscht, präsentiert von Kommunisten.ch, 30. Oktober 2011
► Artikel 147 Konzerne kontrollieren die gesamte Weltwirtschaft, präsentiert von dem deutschen Wissenschaftsmagazin
Forschung und Wissen, 24. Juni 2014

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Thinking complexity

Systems thinking can roughly be 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

༺༻	Skill	Mode of thinking	Focus
1.	Filtering	Forest thinking	Big picture, the whole
2.	Filtering	Horizontal thinking	Across disciplines
3.	Filtering	Dynamic thinking	Over time

4.	Drawing	Operational thinking	Detailed cause-effect networks
5.	Drawing	Generic thinking	Patterns across domains or isomorphism
6.	Drawing	Feedback thinking	Loops
7.	Drawing	System-as-cause thinking	Lowest part of the ice-berg upwards

8.	Simulation	Quantitative thinking	Constructing variables
9.	Simulation	Bathtub thinking	Accumulative effects of stock and flow
10.	Simulation	Leverage thinking	Best influence

Source: ► Guthrie Cameron, Ph.D., French professor of systems thinking, cited in:
article Thinking Complexity, presented by Iversity, free online course, 2016

See also: ► Thinking

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Literature (engl.)

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
Samuel Arbesman, US American complexity scientist, The Half-Life of Facts. Why Everything We Know Has an Expiration Date, Penguin Publishing Group, Current, reprint edition 27. August 2013
Yves Morieux, Peter Tollman, Six Simple Rules. How to Manage Complexity without Getting Complicated, Harvard Business Review Press, 1. April 2014
James B. Glattfelder, Ph.D. (*1972) Swiss physicist, complexity scientist, data scientist, philosopher, former Swiss chair of systems design, empirical analyst of ownership relations of a large database of international companies, ETH, Zürich, independent author, Information―Consciousness―Reality. How a New Understanding of the Universe Can Help Answer Age-Old Questions of Existence, Springer, 1st edition 24. April 2019

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Externe Weblinks

Wikipedia-Einträge Komplexität, Nichtreduzierbare Komplexität, Paradoxie des Haufens

Beitrag Ist Vielfalt immer besser als Einfalt?, präsentiert von der kalifornischen Frage-und-Antwort Webseite Quora,
Elfriede Ammann, 80 Aufrufe · 2 Likes, 13. April 2019

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External web links (engl.)

Wikipedia entries Complexity, Model of hierarchical complexity (MHC)

Article featuring J. David Creswell, Ph.D., US American neuroscientist, Carnegie Mellon University, Stop Trying to Solve Problems. Hack the brain to increase complex problem solving, presented by the US American bimonthly magazine Psychology Today, David Rock, 18. September 2012
Article by Nora Bateson, US American filmmaker, facilitator, educator, writer, Complexity Isn't Complicated, We're Already Living It, presented by the independent, non-profit media platform Emerge, 11. April 2019

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Audio- und Videolinks

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Audio- und Videolinks – Peter Kruse

Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsy-
chologie, 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 Organisationspsy-
chologie, 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 Organisations-
psychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Impulsreferat Professor Kruse, ver-
anstaltet von dem Kongress ZEITZEICHEN, Berlin, 15. Februar 2015, YouTube Film, 59:11 Minuten Dauer, eingestellt von
visionary tv 22. April 2015

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Audio and video links (engl.)

Video animation of a presentation by Manuel Lima (*1978) Portuguese-born senior UX designer, Microsoft Bing, researcher, founder of VisualComplexity.com, lecturer, author, The Power of Networks, presented by RSA Animate RSA Royal Society for the encouragement of Arts, Manufactures and Commerce, The Power of Networks: Knowledge in an age of infinite interconnectedness (full length MP3 Audio), recorded 8. December 2011, YouTube film, 18:31 minutes duration, posted
4. January 2012
Video presentation by Rebecca Costa, US American sociobiologist, radio talk show host, public speaker, author, What would the world be like with more women leaders?, sponsored by United Nations International Women's Day, 8. March 2012,
YouTube film, 15:29 minutes duration, posted 16. May 2012

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.

Video presentation by James B. Glattfelder, Ph.D. (*1972) Swiss physicist, complexity scientist, data scientist, philosopher, former Swiss chair of systems design, empirical analyst of ownership relations of a large database of international companies, ETH, Zürich, independent author, Who controls the world? [Wer kontolliert die Welt?], presented by TEDxZurich Talks,
Zürich, Switzerland, 14:11 minutes duration, filmed October 2012, posted February 2013
Video presentation by John Hagel III, US American consultant, co-chairman of the Deloitte Center for the Edge, speaker and author on the intersection of business strategy and information technology, "Complexity – Impact on People and Organizations, sponsored by 5th Global Peter Drucker Forum, Vienna, Austria, day 1, plenary II, 14. November 2013, YouTube film,
15:21 minutes duration, posted 25. November 2013