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Intellectual property What does complexity theory offer business
Intellectual property What does complexity theory offer business What does complexity theory offer business |
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Page 6 of 7 For example, in a world that operates on the basis of predictable systems in which people are participants, the idea that "anything could happen" is evidence of system failure rather than participatory creativity and innovation. In a world of unlimited possibilities based only on the spontaneously emergent interaction of objects, thoughts and feelings assembling, "anything happening" is evidence that the world is working as it should. In economics, for example, this is described in a comparison of Russia's 'big bang' prescription of economic reform designed to deliver a predetermined outcome quickly - a kind of 'shock without therapy'. It is compared with a more complexity informed approach taken by the Chinese who chose to offer small, progressive stimuli to thousands of small, local communities. As a groundswell of response emerged, the leadership continued to respond and adjust in stimulating and supporting (and sometimes draconian) ways on a road to economic transformation whilst sustaining social cohesion. The results in Russia vs China and seen as comparing a system which struggles to reform with one that is determinedly reforming itself. (Jin and Haynes 1997) At a corporate level, incoming Citibank CEO, John Reed inherited $13B in nonperforming loans the banks economists and managers had managed to build up and enlarge over decades on the basis of predictive models that repeatedly failed over years - usually in the full knowledge that they would do so. Leadership informed by complexity theory may have given more voice to truly novel innovation to engage these issues where an over reliance on prescribed form could not. (Smith 2002) In the Russia and Citibank context, Smith proffers that linear thinking and command and control lead to significant limitations. So, when you insist on your vision, when you try to stick to your blueprint, when you cling with so much determination to control, are you destroying the capacity of your organization for complex learning? When you expel the spare resources from your organization out into the community, have you become more efficient but also so brittle that you cannot survive turbulence? Is there time left for the play that might lead to creativity?(Stacey 1996b) |
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