ABSTRACT
This chapter describes how the ideas and principles derived from complexity (incorporating chaos theory) described in Chapter 2 may be used radically and realistically to transform and redesign organizations. It considers in general terms the new thinking about organizations in the light of complexity science, referring to some of the key ideas, key writers and interpretations of a number of key concepts. It describes how they challenge our existing notions and what complexity may mean in terms of organizational renewal. It also looks at the application of specific notions such as the butterfly effect, strange attractors and notions of order and disorder. New approaches to organizational order and strategic change are also considered. Complete sections are dedicated to particular aspects of complexity in order to explore new ways of thinking about organizations and how they are managed. New ways that, if enacted, should change and transform organizations and our perceptions of them. These include sections on the edge of chaos, selforganizing systems, fractals and complex adaptive systems. There is also a short review of some of the arguments that undermine or inhibit the use of complexity concepts in an organizational context. Throughout this chapter case studies and examples are used to flesh out the real-life possibilities that the use of complexity science can offer.
