ABSTRACT
For managers interested in working with concepts from complexity science the challenge is: how do I move towards a complexity-based organization? How do I begin this journey when I live and work in an environment that is largely unaware of these ideas, especially with reference to their application in management and business. How do I begin when I am surrounded by traditional management concepts many of which are antithetical to such proposals? How do I begin this task of transition? This chapter offers a ‘twelve principles’ model designed to facilitate a complexity-based change process and also a ‘transition strategy’ model. Both models are based on real-life research and offer managers a way to move their organizations towards a complexity-based model of organization.
