ABSTRACT
Managers and researchers alike seem to favour the use of models to capture and explain the essential essence of a theory or a process. They can provide a useful visual short-cut of explanation. Today the use of computers has enabled researchers and others to produce models and simulations of highly complex systems and their interactions. Many of these have helped move forward our understanding of complicated phenomena and contributed to the body of knowledge that is complexity science. This chapter offers five different but inter-related models that have been developed without the aid of computer technology. Instead they are based on research, both theoretical and real life, and discussions and trials with managers at all levels and in both public and private sectors. These models are a work in progress as they are constantly modified as I learn more from my work within organizations. They are included in this chapter as they provide visual maps designed to help managers navigate different situations and environments using complexity science as their guide. Some are more theoretical than others. The Transition Strategy Model, the Complex Adaptive Learning Model of Strategy and the Fractal Web are essentially conceptual models. The other two models, the Complex Adaptive Process Model and the Edge of Chaos Assessment Model, though they are firmly based in the science of complexity, arose from research and discussion with managers and others. They have been tested in the real world and found to have real value. But as with all models they are representations and approximations of reality and should not to be confused with the real thing. They are to be used to facilitate thinking and to assist managers in the application of complexity science principles in organizations – and as the title of this chapter points out – they are for experimentation and adaptation,
as each organizational context and each individual manager or group of managers is different.
