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Complex Adaptive Systems for Organizational Management Essay (Critical Writing)

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Solving the Research Problem with CAS System Concepts(F)

A research-based problem might be addressed by creating strategies for the organization’s further development. Such strategies, in turn, largely depend on the employees (Oliver, 2006, p. 213). That means that a workplace problem may be addressed by such system concept of CAS as the hierarchy of the subsystems and the interconnectedness of the components of the organization. Together with that, the strategies should be developed bearing in mind the changes in the environment, so one more system concept is the openness of the system, i.e. its dependence upon the changes in the environment.

Principles of CAS for managing the organization(M)

Some principles of CAS may be operationalized to support an approach to managing the organizations. First of all, it is the interconnectedness of the components of the system. As the subsystems are in a constant interrelation with each other, this connectedness may be used in managing the organization through constant effective communication at different levels of the components (Oliver, 2008, p. 153). Second, operationalizing the principle of unpredictability may add to learning and launching new strategies for further development as the unpredictable environment always entails requires additional exploration (Oliver, 2008, p. 152). Third, the organizations may also operationalize the principle of changing the behavior in response to the shifts in the environments because it is the only way to find solutions to the existing problems and apply newly gained knowledge (Oliver, 2008, p. 156).

The relevance of research activities for open systems and why CAS is a naturally open system(A)

Action research is relevant to complex adapting systems (CAS) because the organization may be viewed as one since it consists of smaller subsystems that may evoke the evolution in response to the changes in the environment that in the case of research is the change of the crude oil prices.

CAS is a naturally open system because the components of the system interrelate with the developments in the environment. What is more, the subsystems are in constant interrelation with each other and may change in response to changes in the environment, and it is hard to predict the outcomes of such processes

Double-loop learning is likely to lead to the workplace-based problem. Relation among A, M and F.

Double-loop learning theory suggests that learning is a necessary key to solving the problem. What is more, it teaches that the newly gained knowledge should change the initial values, and the strategies of dealing with the problems should change every time the shift in the problem-solving mechanism occurs. In the case of the workplace problem, it means that a double-loop will lead to developing short-term strategies based on the developments in the environment instead of the long-term actions trying to focus on the possible changes. It does not mean that there is no need for developing long-term strategies; it only means that the initial blueprint should be revised on a timely basis in the case of unpredicted changes in the environment that have not been taken into consideration while formulating it.

As for action research and the way it informs managing the organization and solving its problems, it is the only effective way of dealing with the matters that arise every time the environment changes. Bearing in mind that sometimes there is the possibility of unpredictable shifts in the surrounding, action research is the only tool to keep the whole system afloat and maintain its proper functioning in compliance with the requirement of its environment.

References

Oliver, J. (2006). Developing a service management strategy facilitated by action learning: an empirical study from the UK health & fitness industry. Action Learning: Research and Practice, 3(2), 213-220.

Oliver, J. (2008). Action learning-enabled strategy making. Action Learning: Research and Practice, 5(2), 149-158.

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