It is uncanny how organisations continue to predominantly operate and make sense of the world with ways of thinking that date back to the beginning of the last century—mostly looking at organisations as machines and heavily rely on the traditional methods of managing that include: planning, organising, commanding (leading), coordinating and controlling.
In this set of developmental sessions, we introduce a few of the best-known complexity approaches. We go beyond describing and explain how these approaches capture different ways of sense-making. We then go a little deeper into exploring what complex adaptive systems are, and how we apply this concept to our sticky issues. Slowly we build the case for how using an applied complexity lens – can give individuals and organisations a competitive advantage. You will be able to see things that others do not see, create movement when others freeze, find balance and stability in movement.
By the end of the sessions, participants understand how they can integrate traditional forms of managing with an applied complexity lens. In this way, individuals can respond more skillfully to the rapid and constant challenges of managing change, planning, strategising, and other difficulties that usually call for organisational leaders’ attention.