Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Businesses constantly face the need to update, the need to innovate. With these businesses come its leaders who feel the same bombardment at all levels. The speed at which change arises causes the lifecycles of typical businesses and the products they sell to last just a short time unless they learn to successfully adapt. As Keen (2000), explains: "Change is seen as necessary merely to survive; transformation is required to thrive and a constant need for reinvention is needed to secure long-term success (Keene, 2000, p. 15). In order to meet those demands, sometimes businesses may use a method or theory to help them.
Complexity science is a recently examined field of study. It is fast-growing, in use across all dimensions of business. Complexity science is a term typically used to signify an increasing body of interdisciplinary studies about the structure, behaviour and dynamics of change in a particular category of complex systems known as Complex Adaptive Systems (CAS) (Wegener, 2010, p. 225). CASs are open, evolutionary systems in which the components are dynamic, self-organizing, and strongly interrelated. (Sanders, 2008, p. 275)
Complexity science and complexity theory offers one, in this case a business, a chance to view issues within several perspectives. It offers examination of the micro as well as the macro issues and analyzing how they are interdependent. Complexity science offers a more realistic view of problems and assumes they cannot simply be solved through classic approaches such as the scientific method. Just like how reality is filled with several integrated and complex methods, complex theory encompasses models, conceptual frameworks, and theories that aid in making the illogical seem logical.
Adaptation at times needs complex thinking. To adapt means to face the constant challenge of continual innovation and creativity. These challenges lead to expectations that may exceed an individual's capabilities. Successful leaders learn to recognize what it takes to deliver...
Businesses work well as a unit where a team is not just unified, but also able to agree and communicate to achieve goals and objectives.
A successful leader recognises the significance of good relations amongst the people of his/her company/business in achieving success in an ever changing and difficult landscape.This landscape demands to overcome any fears and move forward to meet the uncertainty that awaits. To continue to hold on to the belief of cause and effect proves unwise.The structures of organisations and businesses reflect a machine that needs the use of several intertwining and interchanging components in order to run. With this kind of mentality, the drive is towards an all-encompassing general theory.
Keene states: "The key message of the theory of complexity is that our world is not only subjective, but it is the result of our interactions with each other and with our environment." (Keene, 2000, p. 16). In order to understand the workings behind complexity theory, it is important to view complex interactions as sourced from a simple beginning using simple rules.. Keene offers an explanation of a complex system using the example of the flow of a river. "Water is subject to gravity and regardless of the obstacles in its path, it continues towards the ocean, its ultimate destination. Water is not restricted to one solution in order to overcome obstacles. If it was, we would not have known the beauty of the Grand Canyon" (Keene, 2000, p. 16). Transferring this principle and concept to organisations the lesson comes to be viewing what constitutes reality and realization of how individuals limit themselves to the endless possibilities available. The simplicity derived from the system can be compared to the values and guiding principles within an organisation.
As one applies ideas from complexity theory to organizations, one must identify key concepts. Concept of intentionality for instance, states…
References
Anderson, P. (1999). Perspective: Complexity Theory and Organization Science. Organization Science, 10(3). doi:10.1287/orsc.10.3.216
Dolan, S.L., Garcia, S., & Auerbach, A. (2003). Understanding and Managing Chaos in Organisations. International Journal of Management, 20(1), 23-37.
Griffin, D., Shaw, P., & Stacey, R. (1999). Knowing and Acting in Conditions of Uncertainty: A Complexity Perspective. Systemic Practice and Action Research, 12(3), 295-310. doi:10.1023/A:1022403802302
Keene, A. (2000). Complexity theory: the changing role of leadership. Industrial and Commercial Training, 32(1), 15-18.
Complexity Theory in the Public Sector The objective of this work is to examine complexity theory in the public sector. According to Paul Cairney in the work entitled "Complexity Theory in Public Policy" the term complexity "has relevance to a wide range of theories in public policy which describe the replacement of the simple "clubby days' of early post-war politics by complex relationships at multiple levels of government and among a
Organizational Development: Driving Change In the 1960's, Organizational development (OD) emerged as a field identifiable with survey research, action research, T-groups, open system theory, humanistic psychology, building team and channeling process consultation. The methods and ideas have thus broadened and enriched its range and approach. Since the 80's, these methods and ideas have converged in a form of OD which begs to vary from the OD of the 60's in both
Complexity Theory and Management: A Balance Complexity theorists to indeed recommend that organizational leaders not focus so strongly on command-and control styles of management but rather establish performance goals and set simple rules that their team members can follow. This approach truly does offer the potential to open the doors for creativity and out-of-the-box thinking, but it can also foster discord and waste—if abused by destructive employees. Managers have the challenge
According to Weiss and Kolberg, "In the 1960s, a breakthrough in sharing the assessment results came from the Peace Corps when the psychologists who were working with the volunteers used surveys that were geared to expand the volunteer's self-knowledge, under the assumption that expanding self-knowledge would help a volunteer better deal with culture change. This was the first time that this type of assessment was done for the primary benefit
Application OD Interventions -- Case Study the purpose section develop analytical skills apply OD intervention concepts contemporary issues organizations. Organization structural design deals ways work organized divided subunits distributed task completion. Organizational Development Case Study The complexity and efficiency of the change process determined the author to identify and analyze success factors, and to determine how this objective can be achieved. In addition to this, the case study is intended to
Organizational Change in the Public Sector This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major