Dialectics of complexity, emergence and management

Applying the science of complexity to the question of organization, 2014

In this master thesis, the question is explored of how complexity theory can inform and challenge the study of organizations. Complexity theory researches complex social and natural systems and the phenomena to which they give rise, such as emergence, adaptiveness, self-organization and complexity. It has been suggested that (human) organizations are complex systems, being composed of many actors which, through local interactions, generate emergent behavior on the level of the organization as a whole. If this is true, it challenges many of the – implicit - assumptions we hold when thinking and writing about organizations. Drawing on complexity scholars and organization theorists such as Ralph Stacey, Paul Cilliers, and Edgar Morin, I analyze and critically evaluate (1) How complexity theory has been used in organizations studies so far (2) What theoretical and ethical consequences the insights from complexity theory hold for the way we think about organizations (3) What a theory of organization rooted in complexity studies could look like (4) How professionals working with organizations can develop an attitude that allows them to better deal with complexity in their practice. I conclude that complexity theory has important consequences for the way we think and work in organizations, proposing an approach which is not aimed at reducing complexity for those involved, but at engaging it from an attitude which is both modest and reflective. My thesis was awarded with the Leo Polak Thesis Prize 2014 (second prize).

In this work, we supply a theoretical framework of how organizations can embed complexity management and sustainable development into their policies and actions. The proposed framework may lead to a new management paradigm, attempting to link the main concepts of complexity theory, change management, knowledge management, sustainable development, and cybernetics. We highlight how the processes of organizational change have occurred as a result of the move to adapt to the changes in the various global and international business environments and how this transformation has led to the shift toward the present innovation economy. We also point how organizational change needs to deal with sustainability, so that the change may be consistent with present needs, without compromising the future.

Originally developed as prework for Chaos Network …, 1993

2010

The features of complexity are ever more present in modern organizations and in environments in which they operate, trying to survive and be as competitive as possible.) In the processes of, the so-called emergence, the formal organizational structure, designed purposefully and with a plan, is going through a change due to complexity and the need for adaptation. As a result,

Emergence, 1999

1 Managers now find themselves in qualitatively different world. It is more “uncertain,” “turbulent,” “complex,” “nonlinear,” “unpre-dictable,” “fast-paced,” “dynamic,” and even “postmodern.” 2 The “old” or “traditional” models employed by managers, founded as they ...

Emergence, the coming-into-being of new entities, new organizations, or new structures out of the interactions of individual agents in networks, is becoming a central concept in today's management literature. We are now evolving from the age of reductionism to the age of emergence, meaning that organizations in the connected society can no longer predict what is going to happen but will find themselves continuously doing things (creating value) in co-evolution with their environment, things that are not necessarily in line with actions planned in advance. In such a dynamic environment managers must learn to enable emergent processes in real time if an organization is to turn unpredictability to its competitive advantage. The importance of the perspective of emergence is introduced in regard to the growing complexity in society.

2012

This paper aims at showing how management has come to encounter the sciences of complexity. Therefore the various levels and domains of management are outlined which leverage from the study of complexity. This is not, however, a descriptive study. Rather, we focus on how management can benefit from knowing of the sciences of complexity. New tools and rods, new languages and approaches are sketched that show a radical shift in management leading from a once dependent discipline from physics and engineering, towards a biologically and ecologically permeated new management.Whereas the main concern for complexity consists in understanding complex phenomena and systems, at the end a number of successful applications of complexity to management and entrepreneurial consulting are considered.

Computational & Mathematical Organization Theory, 2000

Traditional organizational theory advocates increased differentiation and horizontal integration for organizations in unstable environments or with uncertain technologies. This paper seeks to develop a better understanding of the relationship of group structure and the level of interdependency between individuals on group performance under various task complexities. Complexity theory in general, and NK models in particular, are introduced as theoretical frameworks