complexity and applied systems thinking

MGMT 8035 Discussion: Complexity Theory for Organizations

Student ID #:

Program: PhD in Management

Specialization: Leadership and Organizational Change

Faculty: @waldenu.edu

Walden University

April 12, 2016

Abstract

Complexity theory is also known as complexity strategy or can also be referred to as complex adaptive organizations. This is the use of the study of the complexity systems in the field of organizational studies and strategic management. This is an interdisciplinary theory that came up from systems theory back in the 1960’s. It basically draws its research in the natural sciences which examine the non-linearity and uncertainty. It basically emphasizes on the interactions as well as the accompanying feedback loops which constantly changes the systems. This proposes that systems are unpredictable but they order-generating rules are constraining it. This essay will put its focus on complexity theory and its application in leadership and management.

Table of Contents

Abstract………………………………………………………………………………2

Table of Contents……………………………………………………………………..3

Introduction……………………………………………………………………………4

Complexity and application to leadership and management…………………………..4

Example …………………………………………………….………………….………5

Complex theory…………………………………………………….……………………….5

Conclusion………………………………………………………………………………6

References………………………………………………………………………………7

Introduction

System thinking is basically a management discipline that is concerned with giving an understanding of a system by conducting an examination on the linkages as well as the interactions that exists between the components that make up the entire defined system. This whole system is a systems thinking view of a complete organization as related to its surrounding environment. This is because it provides the means of understanding, making analysis as well as talking about the design and the construction of an organization as an integrated and a complex composition of several interconnected systems which needs to work together for it to function successfully.

Complexity theory concepts are applied in complexity leadership. This responds to the suggestion that most of the 20th century leadership models have failed to capture the dynamic of leadership of the organizations that are operating in the present knowledge driven economy as it has been designed to make accommodation of more traditional hierarchical structures (Bryman, 2013). Complexity leadership explains how the complex adaptive systems are operating within the bureaucratic organizations and goes ahead to identify the leadership roles which include; the adaptive role i.e. engagement of others in the brainstorming of the ideas in order to manage challenges, administrative role which includes the formal planning that is in line with the doctrine. Lastly, the enabling role which minimizes the constraints existing in organizational bureaucracy so as to enhance the follower potential. These three functions of leadership are basically intertwined. Most importantly, complexity theory gives a suggestion that the effective leadership is not necessarily residing within the actions of a leader and goes ahead to propose that ‘leadership is an emergent event, an outcome of relational interactions among agents’ (Clarke, 2013).

Any sizeable airline for example is a very good example of a complex organization. It has sensitivity to the events at home as well as abroad, it has a global structure which includes a variety of events, natural events and independency in the functioning units. To manage this complex organization, the following management can be incorporated; the targets should be well defined and timelines set, the procedures should be well documented. Effective and timely communication should be ensures, the business improvement process should be continous and reviewed effectively so as to set the right risk analysis and the mitigation measures.

Complexity theory is concerned with the study of the complexly of the interacting systems. Complexity theory is the study of the behavior of the large collection of the simple interacting which are endowed with the potential to go through evolution with time. This definition encompasses three fundamental characteristics of the complex systems; they involve the adaptive, dynamic and the interacting units. The complexity theory is about interaction dynamics that exists among the multiple and networked agents and how the emergent events such as learning, creativity as well as adaptability arise from the said interactions. This theory developed out of several sources most of which came up during World War II (Clarke, 2013). Systems thinking on the other hand offers the concept of boundaries and the positive as well as the negative feedback loops.

A complex system has several characteristics. First of all, it incorporates several interacting elements. The interactions existing between these elements are nonlinear and thus the minor changes can turn out to be large-scale consequences. Such systems are in most cases dynamic. It is in most cases not easy to impose orders or solutions upon them. The elements of the complex systems evolve with one another thus integrating their present and their past. Their evolution is always irreversible. Due to the changes and the fluctuations of the connected systems and the external conditions, the complex systems are thus not predictable in retrospect (Tarride, 2013). This thus makes it difficult to make any predictions or forecasting of their behavior. This is because the system itself and the individual elements constrain each other over time.

Conclusion

For one to be an effective leader, an individual has to balance between the competing demands of an ever changing condition in their environment. Complexity in an organization can be connected with the investors, suppliers, customers, employees, the management etc. On the other side however, the function, technology. Process. Infrastructure, tools, culture, liabilities and laws invite varied forms of approach when dealing with the complex and the volatile business scenario.

References

Bryman, A. (Ed.). (2013). Leadership and organizations. Routledge.

Clarke, N. (2013). Model of complexity leadership development. Human Resource Development International, 16(2), 135-150.

Tarride, M. (2013). The Complexity of Measuring Complexity. Kybernetes 42, no. 2: 174-84.