A633.3.3.RB_Complex Adaptive Systems

In order to understand another organization that is considered a CAS organization, we must correctly define what a CAS is and what those organizations consist of. Complex Adaptive Leadership (CAS) is defined as, “the term meant to reflect a dynamic organization where teams are formed, perform, and then disappear as the need arises… the foundation of this dynamic are clear people processes and policies, sound and flexible information and communication technology systems, and transparent, inclusive and flexible strategy development processes” (Obolensky, 2010). It can also be stated that these types of organizations are also defined as special cases of complex systems and are often defined as a “complex macroscopic collection” of relatively similar connected micro-structures. These micro-structures are formed in order to adapt to the changing environment, and increase its survivability as a macro-structure (the bigger picture).

I would like to take a step back in that I think I am looking at this concept too tightly. I have been trying to write this blog for the better part of a week now and I think it was because I was too tightly caught up in finding this type of organization I am supposed to write about but if a CAS is about an organization that has teams that arise and fall when needed to perform certain tasks then I think most organizations have those types of principles. When certain tasks need to be performed committees are created in order to evaluate a process or the creation of a new idea are those not a part of a CAS?

I know for a fact that the organization I work for relies heavily on groups appearing and disappearing in order to complete certain needs for organizational success but if I have to select one company or a strain of similar companies take for instance Johnson & Johnson. This organization has been around for decades (multiple decades at that) and they are comprised of a traditional hierarchy but they customer service based organization needs the input of others in order to create new products; this is where the teams are formed. The dynamics come from upper management who pull their resources together to create these teams of people who know what their one purpose is and when that purpose has been fulfilled the group or team dissolves and can be reborn again in a different way.

Being complex doesn’t mean it has to be complicated. I think sometimes we take those two and make them one although they are two separate ideas. I have found that any organization can be a CAS if there is flexibility within the infrastructure.

Obolensky, N. (2012). Complex adaptive leadership, embracing paradox and uncertainty. Gower Publishing Company.