James Glattfelder studies complexity: how an interconnected system -- say, a swarm of birds -- is more than the sum of its parts. And complexity theory, it turns out, can reveal a lot about how the economy works. Glattfelder shares a groundbreaking study of how control flows through the global economy, and how concentration of power in the hands of a shockingly small number leaves us all vulnerable. (Filmed at TEDxZurich.)
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How do you build a brain? Scientists how present a surprising answer, reporting their discovery of a remarkably simple organizational structure in the brains of humans and other primates. 
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The twelve leverage points to intervene in a system were proposed by Donella Meadows, a scientist and system analyst focused on environmental limits to economic growth. The leverage points, first published in 1997, were inspired by her attendance at a North American Free Trade Agreement (NAFTA) meeting in the early 1990s where she realized that a very large new system was being proposed but the mechanisms to manage it were ineffective. Meadows, who worked in the field of systems analysis, proposed a scale of places to intervene in a system. Awareness and manipulation of these levers is an aspect of self-organization and can lead to collective intelligence. Her observations are often cited in energy economics, green economics and human development theory.
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Paradox alert – the most complex organisms in nature are the best at reducing complexity. How is that? Nature tends toward symmetry through evolution. Lower organisms do not to have much symmetry, while more complex organisms usually have a symmetric body plan.
Sakis Koukouvis's insight:
Symmetry wins!
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“There’s kind of this common idea that too much knowledge can be a hindrance to creativity,” Huber says. It might be a child or an outsider who comes up with a brilliant new way to solve a problem, for example. Maybe it’s because experts know too much that they’ll stick with a familiar idea—like a familiar word—rather than coming up with something new. “To be creative, you need to use the knowledge related to the problem but not be biased to give the same answers that work for other problems.”
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Uncertainty is the new rule. Disruption is the new black. We have two choices: Wish it were different and give in to overwhelming anxiety and fear -- or own this new reality and learn how to harness the opportunities it can offer.
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more here about who control the world http://pear.ly/59Zn
0,024% of TransNational Corporations (146 of them) control 40% of all TNC's value. "Too connected to fail"? The science of Complexity may help us understand how this emerging system works and where this leads us.