Complex adaptive system

About: Complex adaptive system is a research topic. Over the lifetime, 3190 publications have been published within this topic receiving 111947 citations. The topic is also known as: Complex adaptive system, CAS.

Integrating research tools to support the management of social-ecological systems under climate change

Abstract: Developing resource management strategies in the face of climate change is complicated by the considerable uncertainty associated with projections of climate and its impacts and by the complex interactions between social and ecological variables. The broad, interconnected nature of this challenge has resulted in calls for analytical frameworks that integrate research tools and can support natural resource management decision making in the face of uncertainty and complex interactions. We respond to this call by first reviewing three methods that have proven useful for climate change research, but whose application and development have been largely isolated: species distribution modeling, scenario planning, and simulation modeling. Species distribution models provide data- driven estimates of the future distributions of species of interest, but they face several limitations and their output alone is not sufficient to guide complex decisions for how best to manage resources given social and economic considerations along with dynamic and uncertain future conditions. Researchers and managers are increasingly exploring potential futures of social-ecological systems through scenario planning, but this process often lacks quantitative response modeling and validation procedures. Simulation models are well placed to provide added rigor to scenario planning because of their ability to reproduce complex system dynamics, but the scenarios and management options explored in simulations are often not developed by stakeholders, and there is not a clear consensus on how to include climate model outputs. We see these strengths and weaknesses as complementarities and offer an analytical framework for integrating these three tools. We then describe the ways in which this framework can help shift climate change research from useful to usable.

Implementing managerial innovations in primary care: can we rank change drivers in complex adaptive organizations?

Abstract: Background: There has been much innovation in primary care in the past few decades. Although external and systemic constraints for health care organizations are relevant for their managerial evolution, there is also evidence that organizations operating under the same external pressures reach different levels of maturity. Purposes: Which of the internal drivers available explain and foster change? Is it possible to rank change drivers by looking at their rate of efficacy in order to define a general change management path in the relationship between managers and physicians? The study is a hypothesis-generating work, designed to discuss a framework, consistent with the complex adaptive systems literature, for more effective internal change management approaches. Methods: We employed a qualitative approach to conduct a multiple case study in order to directly observe the evidence and to ask "key change players" for their perceptions. We studied different organizations all subject to the same external constraints in order to focus on the effects of internal change drivers. Findings: According to key players' opinions, the main drivers for managerial development are characteristics of the actors involved: their motivation, leadership, and commitment; the quality of relationships among the main actors; and how the resources dedicated to manage change are used. Given these criteria, any organizational strategy and goal seems to be achievable. This is consistent with the suggestions coming from the complex adaptive system literature. Managerial Implications: Managers have to consider the management of the relationship with professionals as the key success factor for implementing change. Managerial leadership has to be diffused in the organization both in the vertical and horizontal dimensions. Innovations need a medium or long-term perspective to become widely applied, and this requires a strong commitment which is related to managerial stability. Resources for innovation are to be considered a critical driver for fostering the relationship between managers and professionals.

Surviving or Flourishing? Integrating business resilience and sustainability

Abstract: Purpose – Businesses are always seeking resilient strategies so they can weather unpredictable competitive environments. One source of unpredictability is the unsustainability of commerce's environmental, economic or social impacts and the limitations this places on businesses. Another is poor resilience causing erroneous and unexpected outputs. Companies prospering long-term must have both resilience and sustainability, existing in a symbiotic state. The purpose of this paper is to explore the two concepts and their relationship, their combined benefits and propose an approach for supporting decision makers to proactively build both characteristics. Design/methodology/approach – The paper looks at businesses as complex adaptive systems, how their resilience and sustainability can be defined and how these might be exhibited. It then explores how they can be combined in practice. Findings – The two qualities are related but have different purposes, moreover resilience has two major forms related to timescales. Both kinds of resilience are identified as key for delivering sustainability, yet the reverse is also found to be true. Both are needed to deliver either and to let businesses flourish. Practical implications – Although the ideal state of resilient sustainability is difficult to define or achieve, pragmatic ways exist to deliver the right direction of change in organisational decisions. A novel approach to this is explored based on transition engineering and robustness engineering. Originality/value – This paper links resilience and sustainability explicitly and develops a holistic pragmatic approach for working through their implications in strategic decision making.

Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership

Abstract: Complexity leadership theory (CLT) is about balancing formal and informal organisation to leverage dynamics of Complex Adaptive Systems (CAS) and produce learning, creativity, and adaptation in org ...