| Summary: |
Complexity stems from the nature of problems. They rarely present
themselves individually, but come related to other problems, in richly
interconnected problem situations that are appropriately described by Russ
Acko¡ as ‘messes’. As a result, once you examine them, problems seem to
get bigger and to involve more issues and stakeholders.
Change is a product of our era. Organizations, if they are to remain viable,
have to respond adroitly to constant shifts in their environments. Customers
change their preferences over shorter time spans. Competition can be
global and is often fuelled by the onward march of technological innovation.
Governments impose new regulations. Transformations in society and in
ways of thinking impose fresh responsibilities on managers.
In a world of complexity and change, managers are asked to tackle a
much greater diversity of problems. They have to continue to ensure that
organizational processes are eâ„cient and that they are served by the latest
developments in technology. But this is hardly enough to stay ahead of the
game. Sta¡ have to be inspired and the organization’s stock of knowledge
captured and distributed, so that the organization learns faster than its
competitors. This requires the putting in place of £exible structures as well
as the demonstration of transformational leadership qualities. Changes in
the law and in social expectations require managers to respond positively to
eliminate discrimination and to monitor the impact of their organizations’
activities
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