“Complexity characterises the behaviour of a system or model whose components interact in multiple ways and follow local rules, meaning there is no reasonable higher instruction to define the various possible interactions.” Can having a better sense of a system’s complexity yield insights into the relationship between its inputs and outputs? Systems Theory looks at a “system as a cohesive conglomeration of interrelated and interdependent parts which can be natural or human-made” (Wikipedia, retrieved October 2020).
In the business realm, scholar and author Roger Martin proposes two broad approaches to help address complex challenges. One is design thinking which involves employing both analytical and intuitive reasoning in order to develop human-focused solutions to issues, and which can often reveal unique aspects of a problem not otherwise available through ordinary deductive analyses. “The most successful businesses in the years to come will balance analytical mastery and intuitive originality” (2009, p. 6). Business has much to learn from design where the service or product is first prototyped, then tried, and then improved upon in an iterative cycle. Brainstorming, moving an idea from a thumbnail sketch to a mock-up, critiquing, and user-testing, are all part of a “user-centered” approach that provides an entry into understanding the “fuzzy” nature of human behaviour. Usability expert Donald Norman describes one approach to accommodate a wide array of different needs, whether it be for designing a chair or an interface, as making things easily customized or having “everything adjustable” (1988, p. 162). Does such flexibility impart a resilience to products, services, and systems?
A second means of approaching complexity in this sphere is a form of integrative thinking which involves a balancing of opposing models and pulling elements from each in order to arrive at a creative, integrative solution, superior to what could be achieved through choosing one model over the other. Such a synergistic approach can also allow for the tailoring of solutions to specific and highly unique contexts.
Can innovative business approaches be applied to societal systems even more broadly? Would visiting aspects such as the democratic process, education, or healthcare under such a lens be worthwhile? Complexity tells us that our systems must still function within larger contexts where outside influences have the potential to shape development in sometimes sudden, unforeseen, and unpredictable ways. Can such unknowns be prepared for in our fast-paced society where a premium is placed on notions of productivity and efficiency?
Martin, R. (2009) The Design of Business: Why Design Thinking is the Next Competitive Advantage. Boston, United States: Harvard Business School Publishing
Norman, D. A. (1988) The Design of Everyday Things. New York, United States: Basic Books