Creative Management of Complex Systems

Conclusion

Readers of this work will not have found standard formulas for managing complex systems, as such an ambition would be unrealistic. The very essence of complex systems is their uniqueness and emergent nature. There are, however, some common rules that apply to all these systems, which is exactly what we have attempted to describe.

Managers are required to be creative to successfully steer an organization that is, itself, creative. Large or small, technological start-up or well-established enterprise, every organization can be associated with one or more complex systems that managers must know how to decipher. Managers are not expected to know everything; they are expected to demonstrate an ability to observe and listen, reflect and then communicate. Such observation and nuanced understanding is more common in complex thinkers as they are comfortable dealing with ambiguity. This stops them from stepping in to control the adaptation process too early, and instead enables them to steer the system by watching, waiting and better understanding the “dance”. An attentive ear to weak signals is indispensable, as is imagination, which helps formulate visions. Vision is sometimes more important than knowledge when a course needs to be set and communicated to others within the organization.

A leader’s creativity must be distinguished from that of the organization. These are not the same thing; however, without a creative leader, neither the organization nor those within it will ...