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Exploring the Implications of Complexity Thinking for the Management of Complex Organizations
Abstract
This article is an attempt to explore the implications of the emerging science of complexity for the management of organizations. It is not intended as an introduction to complexity thinking, but rather an attempt to consider how thinking ‘complexly’ might affect the way in which managers do their jobs. This is achieved in a rather abstract way with some theory, but I hope the general message that there is no one way to manage comes through loud and clear, and that management is as much an art as it is a science (and always will be). In a sense complexity thinking is about limits, limits to what we can know about our organizations. And if there are limits to what we can know, then there are limits to what we can achieve in a pre-determined, planned way.
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