Designing Complex Adaptive Systems Preparation Review the assigned readings from Units 4-6 as well as your researche

Designing Complex Adaptive Systems

Preparation

Review the assigned readings from Units 4-6 as well as your researched articles. You will use these resources to support your work; be sure you include both theoretical and practical application literature in this assignment.

Requirements

Complete the following:

• Analyze how organizational leaders can use complexity theory to understand the mechanisms that drive the innovation process.
• Analyze network theory and its application to pluralistic or collective leadership in complex adaptive organizations.
• Evaluate how a leader designs organizational structures and processes to successfully manage and create innovation.
• Analyze the application of systems thinking principles by a leader to make an organization more adaptive and agile.

Organize your paper into four sections (one for each bullet point) of relatively equal length. Use headings and subheadings appropriately. You may include graphs or diagrams in appendices if they are pertinent and well explained.

Support each section of your paper using the unit readings as well at least three additional scholarly or reputable industry resources. Adhere to APA guidelines for all in-text citations and references.

Additional Requirements

• Include a title page and reference page.
• 4-6 pages not including title page, reference page, or appendices.
• A minimum of 5 scholarly resources. At least 3 of these must be from your own research. Your resources should all be recent (within the last 3-5 years) and appropriate.
• Use Times New Roman, 12 pts., double spaced.

Readings

Use the Capella library to read the following:

• Gharajedaghi, J. (2011). Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture.

• Chapter 6, “Operational Thinking: Dynamic Systems: Dealing with Chaos and Complexity,” pages 109–133.
• Davis, H. (2015). Social complexity theory for sense seeking: Unearthing leadership mindsets for unknowable and uncertain times. Emergence: Complexity & Organization, 17(1), 1–14.
• Richardson, K. A. (2004). Systems theory and complexity: Part 1. Emergence: Complexity & Organization, 6(3), 75–79.
• Richardson, K. A. (2004). Systems theory and complexity: Part 2. Emergence: Complexity & Organization, 6(4), 77–82.
• Richardson, K. A. (2005). Systems theory and complexity: Part 3. Emergence: Complexity & Organization, 7(2), 104–114.
• Smith, W. K., & Tracey, P. (2016). Institutional complexity and paradox theory: Complementarities of competing demands. Strategic Organization, 14(4), 455–466.

In addition to these readings, read two journal articles related to complexity theory to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? if necessary.

Optional Readings

• Ablowitz, R., & Goldstein, J. (2010). The theory of emergence. Emergence: Complexity & Organization, 12(3), 133–154.
• Boisot, M., & McKelvey, B. (2010). Integrating modernist and postmodernist perspectives on organizations: A complexity science bridge. Academy of Management Review, 35(3), 415–433.