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.
Assigned Readings:
Gharajedaghi, J. (2011). Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture.
Chapter 7, Design Thinking, pages 133157.
Dalsgaard, P. (2014). Pragmatism and design thinking. International Journal of Design, 8(1), 143155.
Liedtka, J. (2014). Innovative ways companies are using design thinking. Strategy & Leadership, 42(2), 4045.
Moliterno, T., & Mahony, D. (2011). Network theory of organization: A multilevel approach. Journal of Management, 37(2), 443467.
Westaby, J., Woods, N., & Pfaff, D. (2016). Extending dynamic network theory to group and social interaction analysis: Uncovering key behavioral elements, cycles, and emergent states. Organizational Psychology Review, 6(1), 3462.
White, L., Currie, G., & Lockett, A. (2016). Pluralized leadership in complex organizations: Exploring the cross network effects between formal and informal leadership relations. The Leadership Quarterly, 27(2), 280297.
Davis, H. (2015). Social complexity theory for sense seeking: Unearthing leadership mindsets for unknowable and uncertain times. Emergence: Complexity & Organization, 17(1), 114.
Richardson, K. A. (2004). Systems theory and complexity: Part 1. Emergence: Complexity & Organization, 6(3), 7579.
Richardson, K. A. (2004). Systems theory and complexity: Part 2. Emergence: Complexity & Organization, 6(4), 7782.
Richardson, K. A. (2005). Systems theory and complexity: Part 3. Emergence: Complexity & Organization, 7(2), 104114.
Smith, W. K., & Tracey, P. (2016). Institutional complexity and paradox theory: Complementarities of competing demands. Strategic Organization, 14(4), 455466.
