Order from chaos: How to apply complexity theory at work

• Toggle Drawer [u04d1] Unit 04 Discussion 1 Complexity Theory and Leading Innovation After completing the required unit readings, including the articles on complexity theory you found, respond to the following: • What are the organizational barriers to a leader’s ability to use a systems mind-set to unlock the black box between system input and system output? • What models might a leader use with complexity theory to encourage disruptive innovation in his or her organization? Provide a rationale for your responses, supporting your discussion with APA-formatted references to and citations from your readings. Your post should be 250–500 words. Response Guidelines Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking. Refer to the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation. Learning Components This activity will help you achieve the following learning components: • Explain how a leader might use complexity theory to encourage disruptive innovation. • Explain how leaders might apply systems thinking principles to make their organizations more adaptive and agile. Resources • Discussion Participation Scoring Guide. • APA Style and Format. • [u04d2] Unit 4 Discussion 2 DBA LEARNERS ONLY Based on the specialization literature, what are some of the major business trends or issues surrounding your specialization that might relate to your organization or industry? A specialization faculty member will be available in this discussion to review your ideas and help you develop your topic. Resources Studies Readings Use the Capella library to read the following: • Gharajedaghi, J. (2011). Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture. o Chapter 6, “Operational Thinking: Dynamic Systems: Dealing with Chaos and Complexity,” pages 109–133. • Davis, H. (2015). Social complexity theory for sense seeking: Unearthing leadership mindsets for unknowable and uncertain times. Emergence: Complexity & Organization, 17(1), 1–14. • Richardson, K. A. (2004). Systems theory and complexity: Part 1. Emergence: Complexity & Organization, 6(3), 75–79. • Richardson, K. A. (2004). Systems theory and complexity: Part 2. Emergence: Complexity & Organization, 6(4), 77–82. • Richardson, K. A. (2005). Systems theory and complexity: Part 3. Emergence: Complexity & Organization, 7(2), 104–114. • Smith, W. K., & Tracey, P. (2016). Institutional complexity and paradox theory: Complementarities of competing demands. Strategic Organization, 14(4), 455–466. In addition to these readings, read two journal articles related to complexity theory to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? if necessary. Optional Readings • Ablowitz, R., & Goldstein, J. (2010). The theory of emergence. Emergence: Complexity & Organization, 12(3), 133–154. • Boisot, M., & McKelvey, B. (2010). Integrating modernist and postmodernist perspectives on organizations: A complexity science bridge. Academy of Management Review, 35(3), 415–433. Optional Internet Resources • IBM Social Media. (Producer). (n.d.). A conversation on bringing science to leadership [Video]. Retrieved from • IBM Social Media. (Producer). (n.d.). John Kelly discusses bringing science to leadership [Video]. Retrieved from Learning Components This activity will help you achieve the following learning components: • Examine the relationship between systems thinking and complexity theory. • Research the application of systems thinking principles in complex adaptive organizations.

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