ABSTRACT
Experienced and successful program managers intuitively jump from linear to non-linear (complexity theory) thinking at the appropriate points in the program. Scheduling and cost management normally will be linear activities, while conflict management would be in the realm of edge of chaos or non-linear thinking. New program managers may attempt to handle all situations in a traditional mentality of step two only comes after step one, and situations can only be handled in a strict chain of command. What these inexperienced or rigid program managers may find is that the program personnel become disenchanted because there is no perceived trust to handle situations at lower levels. Or the program manager may find that he or she is doing nothing else but the program, which may mean handling crisis upon crisis. Complexity is not a simple delegation. Complexity is about empowering teams and individuals to act.
