Complex Adaptive System
Olson and Eoyang (2001) have compared traditional change to the Complex Adaptive System (CAS) model of change based on complexity theory.
| Traditional | Complex Adaptive System |
| Few variables determine outcomes | Innumerable variables determine outcome |
| The whole is equal to the sum of the parts (reductionist) | The whole is different from the sum of the parts (holistic) |
| Direction is determined by design and the power of a few leaders | Direction is determined by emergence and the participation of many people |
| Individual or system behaviour is knowable, predictable and controllable | Individual or system behaviour is unknowable, unpredictable and uncontrollable |
| Causality is linear: every effect can be traced to a specific cause | Causality is mutual: Every cause is also an effect, and every effect is also a cause |
| Relationships are directional | Relationships are empowering |
| All systems are essentially the same | Each system is unique |
| Efficiency and reliability are measures of value | Responsiveness to the environment is the measure of value |
| Decisions are based on facts and data | Decisions are based on tensions and patterns |
| Leaders are experts and authorities | Leaders are facilitators and supporters |
Having read this far you will no doubt recognise some of the key characteristics of your college or university environment. Hopefully you will be reassured to know that this is not unique. Others have to operate in similar situations and change, though difficult, is achievable. Olson and Eoyang have also set out some of the questions you need to be asking if you are to lead successful change in a Complex Adaptive System.
| Leadership Role | Question |
| Set few specifications by identifying what needs to be addressed and leaving others to decide how to proceed | What minimum specifications will lead to productive outcomes? |
| Distribute control - empower others | How can I help? What do you need? |
| Generate a sense of urgency | What do we need to do to meet the deadline? |
| Monitor and regulate the pace of change | What's missing? What can't we ignore? |
| Set the organisational direction | Why are we here? What makes us unique? |
| Explore contradictions, encourage different viewpoints | How else might we think about this? |
| Accept a certain level of internal conflict and differences | What are you holding back? |
| Raise tough questions | What do you really think? Why do we have to do it like that? |
| Encourage diversity | Who else needs to be involved? |
| Scan the external environment | What are the innovations out there and how will they affect us? |
| Encourage feedback | How am I doing? How are we doing? |
| Link communities of practice | What professional networks do you use? |
| Loosen or tighten networks | Is information flow optimal? |
| Encourage learning | What are your questions? Where might we look for answers? |
