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"This remarkable equation is why people move to the big city," West says. "Because you can take the same person, and if you just move them to a city that's twice as big, then all of a sudden they'll do 15 percent more of everything that we can measure." While Jacobs could only speculate on the value of our urban interactions, West insists that he has found a way to "scientifically confirm" her conjectures. "One of my favorite compliments is when people come up to me and say, 'You have done what Jane Jacobs would have done, if only she could do mathematics,' " West says. "What the data clearly shows, and what she was clever enough to anticipate, is that when people come together, they become much more productive."

In 2011, the suburban poor outnumbered the urban poor by three million; from 2000 to 2011, the number of poor people soared by 64 percent in the suburbs, compared with 29 percent in cities. Today nearly one-third of all Americans are poor or nearly poor. One in three poor Americans live in the suburbs. If you're poor in the Seattle, Atlanta or Chicago regions, you're more likely than not living outside the city limits.

"Participatory Budgeting is perhaps the greatest innovation in municipal governance in the United States in the last five years, and it has grown rapidly. Originating in Porto Alegre, Brazil-where 20 percent of the municipal budget is now allocated this way-PB has spread quickly throughout Brazil and Latin America over the past two decades. It's currently in place in roughly fifteen hundred municipalities throughout the world, but U.S. municipalities have been late adopters." This is one of the best community empowerment tools out there. Trouble is most communities aren't empowered enough to implement it.

This eventually will lead to a new concept, "mobile networked governance." Community leaders will develop knowledge-connection processes that harness the vast resources of disparate community members. We'll soon see a shift from radical individualism to many new levels of deep collaboration. Ultimately, this mobile networked governance will be transformational, creating a new decision-making structure that engages as many people in the community as are interested.

It's easy to confuse the merely complicated with the genuinely complex. Managers need to know the difference: If you manage a complex organization as if it were just a complicated one, you'll make serious, expensive mistakes.

"If we want our economy not to be merely resilient, but to flourish, we must strive for antifragility. It is the difference between something that breaks severely after a policy error, and something that thrives from such mistakes. Since we cannot stop making mistakes and prediction errors, let us make sure their impact is limited and localized, and can in the long term help ensure our prosperity and growth."

The slow implosion of the Republican Party - along with the growing strength of a Democratic coalition dominated by low-to-middle-income voters - threatens the power of the corporate establishment and will force big business to find new ways to reassert control of the policy-making process.

"Full exploitation of a technology can take far longer than that. Innovation and technology, though talked of almost interchangeably, are not the same thing. Innovation is what people newly know how to do. Technology is what they are actually doing; and that is what matters to the economy. Steel boxes and diesel engines have been around since the 1900s, and their use together in containerised shipping goes back to the 1950s. But their great impact as the backbone of global trade did not come for decades after that."

Citizen uptake to date has been, however less than was hoped. Part of it is the normal delay in innovation uptake, and part is linked to poor internet penetration and low connectivity in aid intensive countries. But the time has come to analyze more closely the reasons for this tepid demand side response or its lack of sustainability after an initial peak of interest. What may well be missing is the human element and the ability of people potentially interested in using this information to work together in conducive venues where they could exchange ideas, develop joint approaches, and train citizens and CSO organizations.

"Personally, I consider the social leg to be the most critical, as I'm unconvinced that we'll ever be able to effectively handle the challenges of the other two - especially at the local level in times of turmoil and change - in the absence of the rich social interdependencies that used to define us."

"In 1973, social scientists Horst Rittel and Melvin Webber defined wicked problems as those incomprehensibly complex and messy issues we have trouble defining, let alone attempting to solve. Climate change has proven one of the most wicked, as have healthcare, corruption, and the prison system. Such problems are inherently systemic, with unavoidable social complications that require flexibility and patience."

The American economy is running on empty. That's the hypothesis put forward by Robert J. Gordon, an economist at Northwestern University. Let's assume for a moment that he's right. The political consequences would be enormous.

Brynjolfsson and McAfee have a list of 19 proposals that they support - which range from massive investment in education, infrastructure and basic research, to lowering barriers to business creation, eliminating the mortgage interest deduction and changing copyright and patent law to encourage new (as opposed to protecting old) innovations.

There are shocking statistics aplenty. Here is one: in 1995, the average house in London cost around four times the average salary. Today, it costs 12 times the average salary. In Europe, there are only two major cities-Athens and Manchester-where more than half the residents think housing is affordable. Expensive housing means less money in your pocket, a longer commute from further away, a constant pressure pushing the standard of living down towards mere subsistence. And for cities, it means the emergence of financially defined ghettos, where previously diverse neighborhoods become inhabited solely by the rich. At its worst, this becomes the Paris problem: a rich but sterile center encircled by a ring of poverty and disadvantage that nurtures terrorism and can explode into appalling violence.

Cristina Ampatzidou, editor-in-chief of Amateur Cities, a "city-making" publishing platform in Rotterdam: "It is often said that great cities survived great empires. So it is not unrealistic to think of cities as discrete entities that compete and collaborate with each other, independently from the states to which they belong."

Like ecosystems, financial markets are complex evolving systems from which unexpected bubbles, crashes, and other surprising behaviors can emerge. Building resilient financial systems may require policymakers to take cues from biology.

WHAT IF WE BUILT OUR COMMUNITIES AROUND PLACES? As both an overarching idea and a hands-on approach for improving a neighborhood, city, or region, Placemaking inspires people to collectively reimagine and reinvent public spaces as the heart of every community. Strengthening the connection between people and the places they share, Placemaking refers to a collaborative process by which we can shape our public realm in order to maximize shared value. More than just promoting better urban design, Placemaking facilitates creative patterns of use, paying particular attention to the physical, cultural, and social identities that define a place and support its ongoing evolution.

But the good stuff only happens if these organizations know what the entire neighborhood actually needs. Sometimes they don't. And in those cases, it's not possible to vote them out or hold them accountable. If a nonprofit dissolves, it's hard to pick up the pieces quickly, because the infrastructure for a new organization has to be rebuilt from scratch.

Two threads run through the story of how I came to develop the field of system dynamics. First, everything I have ever done has converged on system dynamics. Second, at many critical moments, when opportunity knocked, I was willing to walk through the open door to what was on the other side.

When creating new services for clients, we very often don't delve deep enough into the organisation that delivers the service. Service solutions are often limited to pragmatic improvements that lie directly in the customer experience, what many consider 'the art of the possible'. But by combining classic service design and user journey mapping techniques with notation from Systems Thinking, we can go deeper into understanding WTF's really going on inside our organisations.