Innovation Theory: The Complexity Theory In Healthcare

Leadership is the ability of leaders to manipulate group members by utilizing different theories to achieve goals in the organization. Some example of theories is complexity, chaos, change and innovation theories (Otten& Chen, 2011). Complexity theory is an unfastened concept and systematic tools that is used efficiency in healthcare settings or organization. Healthcare system is made up of complex (nonlinear) there are multiple interaction and feedback within and external to the organization and simple system (linear). Both have the tendency to provide useful insights that guide the design and execution of intervention to enhance change. In a nonlinear situation in an organization, leaders use complex theory to build intervention for quality improvement. This is because complexity theory addresses obstacles that will interfere with successful intervention (Litaker, Tomolo, Liberatore, Stange, & Aron, 2006).

Chaos theory is viewed as deterministic system behavior that often results in the nonlinear situation and often centered on the

collaboration within the environment or in a group. Cohesiveness in the group is the force and when the group implements structures, values, and daily activities to accomplish their purpose (Otten & Chen, 2011)
Change is important aspect or progress in an organization that helps to convert any plan to action.

This requires a structured approach to execute such plans. Mitchell (2013) identifies different types of change theories that can be utilized in an organization to affect changes. Such as (1) Levin change theory (1951) this comprise of unfreezing, moving and refreezing, (2) Roger change theory involves awareness, interest evaluation trial and Adoption, and (3) Lippitt’s theories. This theory is mostly used by nursing, it has four distinct stages; the assessment, planning, implementation and evaluation. The use of any of these theories is dependent of the type of leadership style and leaders, and the leaders have to evaluate their skill strengths and weaknesses prior to initiating changes in the organization. This is because skills are required aspects that have a great consequence on the change project outcome (Mitchell,

2013).
In my previous job as a clinical nurse, one of the theories that I have experience is a change theory. This involves the implementation of a safety zone during a surgical procedure to prevent and reduce the unnecessary needle stick injury to workers during surgical procedures. Safety zone involves passing of sharp instruments such as needles, blades, and suture using a neutral zone that involves hand-to-hand passing of these instruments. At the initial stage of implementation of this change, the leaders in my work place used the Lippitt’s change theory which involves Assessment-planning-implementation-evaluation processes. As a result, the implementation of a safety/neutral zone in my organization has brought about a reduction on the number of personnel with needle sticks injuries during surgical procedures.