Complexity Theory is an organisational change model focusing on how organisations react and adapt to changes in their environment (Grobman, 2005) . A key concept of complexity theory is to define organisations as systems of interconnected components (such as departments and teams) and describes them as complex (meaning these components create a dynamic network of interactions) and adaptive (where individual and collective behaviour changes to deal with environmental changes).
A good example of a Complex Adaptive System (CAS) is a flock of birds, who create amazing shapes without having a "manager bird" handing out tasks prior to flying. Instead, the positions of birds in the flock change continuously - they are guided by a shared "understanding" of purpose and direction. As birds migrate, they encounter a constantly changing environment they need to navigate to achieve their goal. Imagine the flock trying to nest in last years' spot, only to find it's now a supermarket car park! If we thought of birds as linear systems, we would expect them to present suggested route changes to management, and await a reply while circling aimlessly. Looking at birds as CAS, they are adaptive enough to circumvent extreme conditions or find a new, safer nesting spot.
Applying this to business, complexity theory teaches us that not every process, workflow or decision is simple or linear in nature, and the most important processes often describe complex systems of interconnected components. In this environment, processes need to emerge from CAS rather than being driven from the top to ensure sound decision making, avoid delays and achieve the desired outcomes.
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