ABSTRACT
Over recent years, many articles have been written about the need to “defeat”, “overcome”, or otherwise “eliminate” organizational complexity. By this, the writers invariably mean the overly complicated structures, systems and procedures that tend to grow up over time, as managers strive to satisfy the expectations of order, predictability and control. Drawing on the imagery of philosopher Alan Watts, I have referred to this general organizing tendency as one of seeking to “catch the real-world wiggliness in a net”.
