How transferable is the understanding of system dynamics across different complex problems? That is, if we gain experience in managing a complex system, can we expect to be well prepared to transfer this expertise to the management of a different system? How much is our decision making affected by the context in which the decision occurs? Answering these questions has important and direct implications for the use of computer modelling in simulating and managing complex ecosystem and social problems and it may eventually lead to the development of training methods suited to these complex tasks.

References

• Boschetti, Hardy, Grigg & Horwitz, 2011, Can we learn how complex systems work?, Emergence: Complexity and Organization, 13, 4, 47-62.
• Kitto & Boschetti F, 2013 Attitudes, ideologies and self-organisation: information load minimisation in multi-agents decision making, Advances in Complex Systems, 16, 2(3), 1350029, DOI: 10.1142/S021952591350029X.
• Boschetti F, Fulton, Bradbury & Symons, 2012, What is a model, why people don’t trust them and why they should, Negotiating Our Future: Living scenarios for Australia to 2050 Vol 2, Raupach MR, McMichael AJ, Finnigan JJ, Manderson L, Walker BH Editors, Australian Academy of Science, pag 107-118.
• Boschetti F., 2011, A Graphical Representation Of Uncertainty In Complex Decision Making, Emergence: Complexity and Organization, 13, 1 & 2, 146-168.
• Boschetti F., 2011, Rationality, complexity and self-organisation, Emergence: Complexity and Organization, 13, 1 & 2, 133-145.