Health care leaders have begun to adapt to the complexities, ambiguities and paradoxes that are now the norm in healthcare.
It is more and more apparent that the emerging field of complexity science offers important strategies for leading in chaotic, complex healthcare environments. A 2001 survey by Burns found that healthcare leaders intuitively support principles of complexity science and understand the value of complex adaptive systems as a model for leading and managing in healthcare environments.
Leadership that uses complexity principles offers opportunities to focus less on prediction and control and more on fostering relationships and creating conditions in which complex adaptive systems can evolve and produce creative outcomes.
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