Complexity Science

Complexity Science, Adaptive Leadership and Complex-Adaptive Models

Complexity science is not a single theory and can be described as a diverse group of unpredictable, independent agents that are interconnected and interdependent. They must be able to interact spontaneously to create order in a health system that is constantly changing and is increasingly becoming more complex and chaotic (Plsek & Greenhalgh, 2001). Plsek and Wilson (2001) state the biggest barrier to the complexity approach is the current hierarchical control and command type of management. They think detailed targets and specifications, standardisation, isolating parts of the system, resisting change and reducing variation will produce better performance. Whereas complexity thinking proposes that rather than looking at individual

Sturmberg et al (2012) have stated for this ideal to be realized it will require “all system levels to act adaptively (rather than prescriptively) to challenges, which will allow the emergence of best solutions for individuals and communities” (p.204). To encourage the complex-adaptive dynamics at every level, a collaborative culture is required in order to encourage sharing of experiences, skills, knowledge, interpretations and perspectives amongst a wide range of diverse professionals (Sturmberg et al., 2012). Sterchi’s study (2007, as cited in Chadwick, 2010) indicated the nurses were more positive toward collaboration than physicians. Operating room dynamics have been traditionally hierarchical therefore leadership is required to facilitate open dialogue, to give direction and provide a structure that is tied to the strategic initiatives set by the organisation (Chadwick,