Evaluating Complex Adaptive Systems
Review the readings you have completed for Units 1-3, along with the articles you have collected for each unit. You will use these to support your work on this assignment.
Complete the following:
Evaluate the role of systems thinking in terms of holistic thinking and interdependence in complex organizations.
Analyze the challenges for leaders of the dual shift in terms of how we conceive of organizations and our methods of inquiry.
Evaluate the role of the leader in managing change in complex adaptive organizations based on the challenges you analyzed.
Your paper should be organized into three sections (one for each bullet point) of relatively equal length. Use headings and subheadings appropriately. You may include graphs or diagrams in appendices, if they are pertinent and well explained.
Support each section of your paper using the unit readings as well at least three additional scholarly or reputable industry resources. Adhere to APA guidelines for all in-text citations and references.
Include a title page and reference page.
4-5 pages not including title page, reference page, or appendices.
A minimum of 5 scholarly resources. Your resources should all be recent (within the last 3-5 years) and appropriate.
Use Times New Roman, 12 pts., double spaced.
Gharajedaghi, J. (2011). Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture.
Part Three, “Systems Methodology: The Logic of the Madness,” pages 87–88.
Chapter 5, “Holistic Thinking,” pages 89–108.
Lawrence, P. (2015). Leading change – insights into how leaders actually approach the challenge of complexity. Journal of Change Management, 15(3), 231–252.
Nayar, V. (2010). Employees First, Customers Second: Turning Conventional Management Upside Down. Chapter 4, “Recasting the Role of CEO: Transferring the Responsibility for Change: How Leaders Can Tap the Creative Energy of Employees,” pages 137–166.
Waddock, S., Meszoely, G. M., Waddell, S., & Dentoni, D. (2015). The complexity of wicked problems in large scale change. Journal of Organizational Change Management, 28(6), 993–1012.
Braathen, P. (2016). Paradox in organizations seen as social complex systems. Emergence: Complexity & Organization, 18(2), 1–14.
Tolchinsky, P. D. (2015). Accelerating change: New ways of thinking about engaging the whole system. Organization Development Journal, 33(4), 45–63.
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