Complexity and organizational dynamics - Does it make sense to differentiate between 'levels' of complexity?

In his Change Management Blog,  Holger Nauheimer outlines a number of models that seek to categorize organizational dynamics in terms of different 'levels' or 'types' of complexity. 

He cites the work of Dave Snowden, (early) Ralph Stacey and Otto Scharmer.  His post was triggered by the publishing of Scharmer’s latest book, Theory U.  A comment by Martin Koser questions the idea that different levels of complexity can be differentiated in the ways described. My response from an informal coalitions perspective is set out below.

I tend to agree with Martin's [Koser] scepticism about the usefulness of trying to identify different dimensions or categories of complexity in organizations.

I have also found Stacey's agreement-certainty 'framework' useful in the past. It has helped managers to escape from a wholly rational mindset and to recognize the need to engage with the self-organizing and emergent dynamics of everyday organizational life.

However, I don't think that Stacey would talk about the challenges of change and complexity in these terms today. The notion of complex responsive processes, which he and others at the University of Hertfordshire's Complexity and Management Centre have developed over recent years, now provides the centrepiece of their current writing and practice on organizational dynamics. This emphasizes their felt need to work wholly in "the living present" of current interactions. As a result, they tend to shy away from the use of management models, which they view as abstractions - and distractions from people's lived experience. They also now use complexity thinking as a source of analogy for human interaction, rather than arguing that organizations are complex systems.

Although I take a different view on the usefulness of models and frameworks (as argued here, for example) I agree with those in the 'Stacey school' that change takes place in the moment of everyday conversations and interactions. As these patterns of conversations change, so does the organization.

Use these links to find out more about:

• Ralph Stacey - on this blog and at the UoH's Complexity and Management Centre page
• Dave Snowden - on this blog and on his Cognitive Edge blog
• Otto Scharmer - on the Otto Scharmer website