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Systems
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Managing Complexity: A Practitioner's Guide
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Managing Complexity: A Practitioner's Guide

A special issue of Systems (ISSN 2079-8954). This special issue belongs to the section "Systems Practice in Social Science".

Deadline for manuscript submissions: closed (29 February 2024) | Viewed by 39412

Special Issue Editors

Dr. John R. Turner

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Guest Editor
Department of Learning Technologies, College of Information, University of North Texas, Denton, TX 76207, USA
Interests: complexity thinking; team science; distributed leadership; decision making, flow
Prof. Dave Snowden

E-Mail Website
Guest Editor
Cynefin Centre, Wales LL29 8BF, UK
Interests: sense-making; anthro-complexity; decision making
Nigel Thurlow

E-Mail Website
Guest Editor
The Flow Consortium, McKinney, TX 75072, USA
Interests: lean; agile; flow; scrum; team science; organization design
Prof. Dr. Andrea Furlan

E-Mail Website
Guest Editor
Department of Economics and Management, University of Padova, Via del Santo 33, 35123 Padova, Italy.
Interests: operations management; lean management; digital manufacturing; behavioral operations

Special Issue Information

Dear Colleagues,

Organizations operate between the edge of order and chaos in today's globally interconnected environment. Applying known processes to known problems (ordered) is the preferred way of work. Unfortunately, due to the entanglement of geopolitical conflicts, disruptions in the global supply chain, and managing a pandemic, among many other recent events (edge of chaos), organizations must be more adaptive and resilient while letting go of current practices to find new ways of work.

At the same time, academic disciplines are challenged to repurpose their theories, methods, and philosophies to remain relevant in this age of complexity. Research has shifted its focus to using large research teams because they know how to address complex and wicked problems. The methods used for traditional complicated issues are insufficient for these complex problems, calling for trans-disciplinary research efforts. This new direction requires disciplines to repurpose their methods and theories by integrating them with other disciplines, resulting in new approaches to meet today's problems.

Today, it has become more essential to cross the divide between theory and practice once and for all. Just as organizations are being forced to look for new ways of work, academic disciplines are integrating their methods and theories with other disciplines to find new ways of conducting research. Managing in times of complexity requires integrating theory and practice because neither can be sustained without the other. Organizations need a quicker response from academic disciplines to help them navigate these troubling waters. To do so, new relationships need to be generated between academia and organizations for them to integrate knowledge and practices to meet today's uncertainty.

This Special Issue takes a step in the right direction by focusing on frameworks, methods, techniques, and theories that effectively manage complexity for organizations. Each author provides their definition of complexity from their contextual perspective while proving the method that they found to be successful in managing complexity. These assemblages involve integrating organizational and academic methods that are repurposed to meet the contextual environmental needs faced by executive leaders today. This integration occurs at the intersection of complexity (environment), practice (organization), and theory (academic). The assemblage of frameworks, methods, techniques, and theories presented in this Special Issue provides a pragmatic overview for leaders and practitioners to support practice when managing complexity.

Dr. John R. Turner
Prof. Dave Snowden
Nigel Thurlow
Prof. Dr. Andrea Furlan
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Systems is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • complexity
  • way of working
  • assemblages
  • practice
  • theory
  • managing
  • complex adaptive systems
  • environmental
  • systems

Published Papers (6 papers)

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Research

18 pages, 3271 KiB  
Article
Understanding Complexity in the Role of Market Forces in the Construction of a Public Cultural Service System: Evidence from 435 Children’s Libraries in China
by Jinlong Lin, Zhengxin Zhao and Xiaoxiao Chen
Systems 2023, 11(7), 317; https://doi.org/10.3390/systems11070317 - 22 Jun 2023
Viewed by 1036
Abstract
China’s public cultural service system transitioned from a centrally controlled model to a more complex one due to the gradual introduction of market forces. This change brought new challenges and opportunities, making the role of market forces a practical concern. By analyzing data [...] Read more.
China’s public cultural service system transitioned from a centrally controlled model to a more complex one due to the gradual introduction of market forces. This change brought new challenges and opportunities, making the role of market forces a practical concern. By analyzing data from 282 public and 153 private children’s libraries in China, this study investigates how market forces compensate for the government’s capacity limitations in constructing public cultural service systems. Results show that market factors within the scope of our study do not negatively impact the system but instead promote synergy between government and market entities to meet children’s cultural needs. It is essential not to sever the role of the market from its interdependent relationship with the government, as this stance is based on unrealistic assessments of how policies function in practice, potentially leading to inadequate public cultural services. This study provides novel empirical evidence from China by confirming the interdependent relationship between the market and the government in constructing public cultural service systems and highlights the significance of applying complexity thinking. Overall, understanding the complexity of the role of market forces is essential for the construction of a robust and inclusive public cultural service system. Full article
(This article belongs to the Special Issue Managing Complexity: A Practitioner's Guide)
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18 pages, 756 KiB  
Article
The Influence of Emotion and Emotion Regulation on Complex Problem-Solving Performance
by C. Dominik Güss and Ulrike Starker
Systems 2023, 11(6), 276; https://doi.org/10.3390/systems11060276 - 31 May 2023
Cited by 1 | Viewed by 2914
Abstract
Complex problem solving (CPS) research has focused on cognitive variables, but in recent years, the influential role of emotions and motivation during the CPS process has been highlighted. In the current study, we focus on emotion regulation during CPS. Eighty-three university students worked [...] Read more.
Complex problem solving (CPS) research has focused on cognitive variables, but in recent years, the influential role of emotions and motivation during the CPS process has been highlighted. In the current study, we focus on emotion regulation during CPS. Eighty-three university students worked on a simulated chocolate-producing company. Initially, they completed a survey on emotion regulation and demographics. Then, they were randomly assigned to four conditions where emotions were induced with short video clips: anger, fear, happiness, and trust. A manipulation check assessed the successful priming of emotions. While working individually on the microworld, CPS behavior and performance were saved in log files. We hypothesized that happiness and trust would lead to better performance than fear and anger. We also hypothesized that emotion regulation would be positively related to performance. There were no differences in performance at the beginning and at the end of the simulation among the four emotion groups. Regression analyses showed that emotion-regulation strategies significantly predicted CPS performance. Aggression was positively related to performance. Results show that it is more the regulation of emotions than the emotion per se that influences CPS performance. Full article
(This article belongs to the Special Issue Managing Complexity: A Practitioner's Guide)
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20 pages, 1445 KiB  
Article
Managing the Lean–Agile Paradox in Complex Environments
by Andrea Furlan, Roberto Grandinetti and Alberto F. De Toni
Systems 2023, 11(5), 258; https://doi.org/10.3390/systems11050258 - 19 May 2023
Viewed by 2418
Abstract
The decision to incrementally improve existing processes and products or introduce breakthrough innovations depends on the context a company is facing. In situations where problems are known, it is better to incrementally improve, while in complex situations where problems are not known, a [...] Read more.
The decision to incrementally improve existing processes and products or introduce breakthrough innovations depends on the context a company is facing. In situations where problems are known, it is better to incrementally improve, while in complex situations where problems are not known, a probe-sense-respond approach based on experimentation and the exploration of new solutions is preferable. Lean management adapts well to the first type of context, while agile management fits the second type of context. However, organizations must increasingly consider both approaches and become ambidextrous by introducing incremental improvements and breakthrough innovations simultaneously. This requires embracing the paradox between exploiting and exploring, adopting a new leadership mindset, and dual strategic, organizational, and behavioral models. This paper proposed a framework to implement lean and agile approaches simultaneously using the paradox theory to justify and manage this co-existence. This framework is threefold. First, managers need to differentiate between lean and agile, finding ways of keeping the two approaches separated. Second, lean and agile should be integrated so that synergies between the two approaches can be generated. Finally, managers need to achieve a dynamic equilibrium over time between lean and agile. Contributions to the theory and practice of this approach were discussed. Full article
(This article belongs to the Special Issue Managing Complexity: A Practitioner's Guide)
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15 pages, 1546 KiB  
Article
Organizational Paradoxes and Metamorphosis in Collective Action
by Alberto F. De Toni, Giuseppe Zollo and Alberto De Zan
Systems 2023, 11(5), 241; https://doi.org/10.3390/systems11050241 - 12 May 2023
Viewed by 1233
Abstract
This paper addresses the subject of organizational paradoxes through the lens of complexity theory. The first part of the study focuses on the formalization of the key elements in order to better understand the concept of organizational tension through the presentation of related [...] Read more.
This paper addresses the subject of organizational paradoxes through the lens of complexity theory. The first part of the study focuses on the formalization of the key elements in order to better understand the concept of organizational tension through the presentation of related constructs, i.e., dilemmas, dialectics and paradoxes. The second part of the paper introduces the key to interpreting complexity theory, highlighting how the characteristic of emergence in complex systems makes it possible to identify two different levels: that of organizational elements and that of organizational forms, both of which are impacted by tension. That reflection leads the authors to postulate that metamorphosis is the process by which organizations, constantly crossed by tension, regenerate the organizational forms’ level on the basis of evolving tensions between organizational elements. Full article
(This article belongs to the Special Issue Managing Complexity: A Practitioner's Guide)
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24 pages, 1056 KiB  
Article
The Multifaceted Sensemaking Theory: A Systematic Literature Review and Content Analysis on Sensemaking
by John R. Turner, Jeff Allen, Suliman Hawamdeh and Gujjula Mastanamma
Systems 2023, 11(3), 145; https://doi.org/10.3390/systems11030145 - 10 Mar 2023
Cited by 6 | Viewed by 8868
Abstract
There are several key sensemaking models and theories that have attracted a lot of attention among researchers and practitioners in the last few decades. The adaptation and application of sensemaking has varied by field of study, organizational type, and industry. This study explored [...] Read more.
There are several key sensemaking models and theories that have attracted a lot of attention among researchers and practitioners in the last few decades. The adaptation and application of sensemaking has varied by field of study, organizational type, and industry. This study explored these sensemaking models and theories to better answer the following questions: what is sense-making/sensemaking? How is sensemaking practiced today compared to the original sensemaking frameworks, models, and theories? To answer these questions, the current study conducted a systematic literature review and content analysis of current research involving sensemaking methods, practices, and techniques. As a result, topic modeling and data analytic techniques were used to construct a multifaceted conceptual framework that has been contrasted and compared with previous sensemaking frameworks, models, and theories to show its coverage and coherence. The new multifaceted sensemaking (MSM) theory consists of nine stages with defining characteristics for each stage that were either derived from the data analysis or conceptualized by the researcher based on the literature review. The new theory presented demonstrates how previous sensemaking theories evolved and have influenced both practice and research today. The multifaceted sensemaking theory is influenced by previous sensemaking theories while also representing sensemaking in current practice. The multifaceted sensemaking theory contributes to the sensemaking field of study a new theory with nine stages and defining characteristics. Full article
(This article belongs to the Special Issue Managing Complexity: A Practitioner's Guide)
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24 pages, 2888 KiB  
Article
Creativity and Innovative Processes: Assemblages and Lines of Flight
by John R. Turner, Rose Baker and Nigel Thurlow
Systems 2022, 10(5), 168; https://doi.org/10.3390/systems10050168 - 26 Sep 2022
Cited by 2 | Viewed by 20361
Abstract
The current research study presented assemblages theory and the theory of affordances to identify the elements that make up the processes of creativity, innovative, and creativity and innovation. Assemblages involve heterogeneous elements that are associated with and interact with external components. Assemblages include [...] Read more.
The current research study presented assemblages theory and the theory of affordances to identify the elements that make up the processes of creativity, innovative, and creativity and innovation. Assemblages involve heterogeneous elements that are associated with and interact with external components. Assemblages include elements that can be either independent or as part of an assemblage. The assemblage comprises elements that contribute to the assemblage, but not all elements are active simultaneously. Each element’s activation and intensity level varies based on context, environment, and constraints. This activation level is represented by lines of flight that aid in showing movement across the elements. Affordances identify agent-to-environment relationships that promote action (abilities and effectivities). The current article identified that creativity affords innovation and innovation affords creativity, interconnecting these two processes as a holistic and composite process from the perspective of affordances theory. The current article provides assemblage maps showing the elements related to creativity, innovation, and creativity and innovation. These assemblage maps highlight virtual and dynamic flight lines that represent potentially active components with varying intensity and direction. Mapping these lines of flight along with the elements for a particular construct (e.g., creativity and innovation) provides a tool for managers and practitioners to identify potentialities for future predictions better. Full article
(This article belongs to the Special Issue Managing Complexity: A Practitioner's Guide)
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