ABSTRACT
If a senior management team is considering making deep-seated and effective (second order) changes at all levels, strategic and operational, and they want to use complexity-based ideas, then how are they to proceed? Similarly, how do middle managers, supervisors and team leaders introduce changes and new ways of working in their areas of responsibility and influence using complexity? This chapter contains twelve principles which provide answers to these questions and suggest significant steps along a change journey for a traditional organization that wants to transform itself using complexity principles. Application of these suggestions should create flows of changes across an organization. Some will be surface changes with perhaps evidence of single-loop learning, others may be second-order change flows accompanied by double-loop learning experiences, together they have the potential to transform an organization.
