A Complexity Case Study : The Implementation of an Interministerial Policy
• provision of coaching / training
• leading by example as a constant means of learning
• Episodes of communication
• two-way direction of exchanges
• external triggers
• inclusion of knowledge-exchange processes
• Permeability to innovations
• daring to connect outside borders
• adoption of external considerations
The categories with a low score would seem to reflect the absence of co-existence of the subprinciples ; for instance , little to no scientific feedback , coaching and leading by example would reflect situations where adaptation is very low , or even absent . A complex situation like the permeation of an agenda within sectors , as we portrayed , seems to reflect co-existence of such dynamics . Higher scores might reflect “ healthy dynamics ” and may even be situations to seek especially during changing times . Note that the framework might evolve as we gain a better understanding of how organizations and individuals enact ( sub- ) principles , as well as how they face complementary and competing situations ( Smith & Tracey , 2016 ).
Conclusions
The objective with developing the systemic model was first to propose a model that can be tested in other settings and on different cases . We did not quantitatively examine it . However , we observed that when the external trigger occurred , the window of opportunity presented itself , and managers owned a set of capacities , the trend shifted from reproduction to adaptation , to being receptive to others ’ mindset and ideas , and to taking part in the design
We have also presented a complexity metatheory . Morin ( 2005 ) suggests that some phenomena are com-
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