Question 1-Complexity escribe how the complexity of organizations should influen

Question

Question 1-Complexity escribe how the complexity of organizations should influence how a leader leads. What characteristics of complexity make it difficult to anticipate how a system will respond? Question 2- Mental Models (choose one of the following) Describe a trend in your industry/area of study. Give examples of the kinds of events a leader could expect to happen as a consequence of that trend. What mental models would need to change for that trend to be different? OR Describe the naturè of the relationship of any 2 parties/groups involved in a complex situation. Explain how the qualities of relationships among these stakeholders effect the situation. What mental models would need to change in each party in order for the situation to be different? Question 3 -Modeling a Complex Problem (choose one of the following) Describe an example of the Drifting Goals system dynamic in an industry you know. Draw a causal loop diagram of your example. Explain how you would intervene to improve this dynamic.

Explanation / Answer

1. Organizational complexity takes place because of various factors, such as rapid changes in the environment (economic, political, technological, etc.), large organizational size, wide variations in products and operations, complex organizational structure, etc. When an organizaiton is very complex, a leader needs to take a different approach to run the organization. If there is high level fo complexity, the leader will have to empower others and delegate a lot of work so that the leader does not get overwhelmed by the complexity. Also, the leader will have to rely a lot on technical people to comprehend and manage complexity. A leader will also have to be able to see 'leave the trees and see the forest' i.e. concentrate on the larger organizational picture rather than its intricate complexities. Theerfore, in a complex organization, a leader must focus on building trust and confidence on people so that he can empower them and delegate tasks to manage complexity effectively.

The main characteristics of complexity that makes it difficult to anticipate how a system will respond is that a complex system is difficult to model and measure. It is a common management notion that what cannot be measured, cannot be managed. The same is applicable in the case of complex organizations. The number of systems that control the output of a complex system that it becomes overwhlemingly difficult to consider them all and predict in which direction that organizations output will move. It becomes difficult to predict the intercations of so many underlying factors, which makes it difficult to manage a complex organization.

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