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Twenty laws of complexity: science applicable in organizations
Author(s) -
Warfield John N.
Publication year - 1999
Publication title -
systems research and behavioral science
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.371
H-Index - 45
eISSN - 1099-1743
pISSN - 1092-7026
DOI - 10.1002/(sici)1099-1743(199901/02)16:1<3::aid-sres241>3.0.co;2-f
Subject(s) - complexity science , complexity theory and organizations , set (abstract data type) , complexity management , quality (philosophy) , computer science , management science , control (management) , computational complexity theory , knowledge management , business , epistemology , organizational learning , economics , artificial intelligence , algorithm , marketing , philosophy , programming language
The ‘ LTI Set ’, consisting of 20 Laws of Complexity, a Taxonomy of the Laws of Complexity, and five Indexes of Complexity, is proposed as the core of a developing science of complexity that is applicable to resolving complexity in organizations. The LTI Set links to these included topics: Alternative Science‐Free Organizational Practices; Educational Practices Appropriate to Complexity; Quality Control of Science; Applications of the Science of Complexity in Organizations; Enabling Conditions for Effective Organizational Practice. A critical condition for significant advances in resolving complexity is that the organization recognize the strong, even dominant, behavioral aspects of complexity, as reflected in the Laws; and take account of these in redefining the main role of top management. That role is to set up and administer a responsive corporate infrastructure to meet the demands of complexity, along the lines set forth here. Further advances in behavior can be made through new educational programs that reflect older scientific values applied to the challenges of today, in contrast to reliance on unwarranted assumptions that undermine organizations. Appropriately remodeled to reflect the relentless demands of complexity, the university can become a model for other institutions in society. Copyright © 1999 John Wiley & Sons, Ltd.