Concepts of complexity can be applied to organizations in a not-for-profit context.
“It is not a good time for control freaks,” writes Brenda Zimmerman, with her co-authors Michael Quinn Patton and Frances Westley, in their recent book, Getting to Maybe: How the World is Changed (Random House Canada, 2006).
The world, with its rapidly changing and evolving systems, is too complex for those who like to manage the individual components of a defined process or system.But it can be a good time for those who are able to live with uncertainty and embrace complexity.
She asserts that there are ways in which we can address the sense of “being stuck” and create major transformation in our work, in our communities, and in the world.
Brenda Zimmerman is an associate professor at the Schulich School of Business at York University and the founding director of York’s Health Industry Management Program.
She is the author of many articles applying complexity science to organizational strategy and change, and a co-author of the book Edgeware: Insights From Complexity Science for Health Care Leaders.