Complexity in action
In this chapter I continue to offer evidence from my research on the forms and patterns created by people within the organizational setting of the Open University as they engaged in a particular set of activities and processes over a four-year period. The evidence and rich observation from this case study shows how complexity science may be usefully applied in understanding human organization and organizations. As the programme evolved so learning arose from developing theoretical understandings of complexity and also from practical experimentation and real-life observation. This chapter considers the programme from a complexity perspective and show how it maps onto complexity theories. It also offers a simple model for participative strategic change.