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Complexity theory and organizations, also called complexity strategy or complex adaptive organizations, is the use of the study of complexity systems in the field of strategic management and organizational studies.
The study of complex adaptive systems, a subset of nonlinear dynamical systems, [6] is an interdisciplinary matter that attempts to blend insights from the natural and social sciences to develop system-level models and insights that allow for heterogeneous agents, phase transition, and emergent behavior.
During the first systemic phase of his work he applied first chaos theory and then the models of complex adaptive systems to organisations and management arguing that organisations are complex adaptive systems and that the patterns in the actions of organisations, which are their strategies, emerge unpredictably in self organising processes ...
A complex system is a system composed of many components which may interact with each other. [1] Examples of complex systems are Earth's global climate, organisms, the human brain, infrastructure such as power grid, transportation or communication systems, complex software and electronic systems, social and economic organizations (like cities), an ecosystem, a living cell, and, ultimately, for ...
Complex adaptive systems (CAS), coined by John H. Holland, Murray Gell-Mann, and others at the interdisciplinary Santa Fe Institute, are special cases of complex systems: they are complex in that they are diverse and composed of multiple, interconnected elements; they are adaptive in that they have the capacity to change and learn from experience.
In a business context, agility is the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. An extension of this concept is the agile enterprise, which refers to an organization that uses key principles of complex adaptive systems and complexity science to achieve success. [3]
Strategic Non-Adaptation: organizations may intentionally choose to avoid adaptation if it does not align with organizational aspirations Unobservable Adaptive Ability: organizations may possess the ability to adapt without an environmental opportunity to do so Adaptation Occurs at Multiple Interdependent Levels
Glenda Eoyang is a pioneer in the applications of complexity science to human and organizational systems, and developed the concept of human systems dynamics (HSD) based on her theoretical and practical research. The model rests on three conditions that influence the path, speed, and outcomes of self-organizing processes in complex adaptive ...