Organizational Change as Emergence: A Living Systems Perspective

Abstract

Contemporary organizational change models and processes have been shaped by the prevailing Newtonian paradigm and have resulted in change itself being treated as an object that can be delivered – change is something done to an organization. While this approach has the merit of clarity and a sense of certainty, it has manifestly failed to deliver, consistently, the intended outcomes.

Living systems offer an alternative lens through which to view both the nature of organizational change and the implications of that for the management of change. Living systems are characterized by uncertainty, nonlinear causation, self-organization, and emergence. These qualities demand that management be aware of wholes rather than employing a reductionist approach focused on parts. Seen through this lens, change can be understood as a quality of the living system itself; an expression of life.

This chapter explores how to cultivate the conditions for, and engage with, emergent change within an organizational setting. Using a gardening metaphor, it explores how those interested in organizational change can work with natural forces to till and fertilize the soil, sow seeds, and nurture the growth of plants, enabling them to flourish. We identify the Gardener leader’s ways of being, thinking, and doing.

Our practice has engaged with the dynamics of emergent change, reflecting the practical application of the underlying principles we identify here. We relate some of these stories to present the concepts and principles in an accessible way to the student or practitioner.