Complexity theory represents a departure from classical science with its roots in the scientific revolution of the 17th century. It aspired to be analytical, objective and reductionist. The world was considered to be ultimately understandable and controllable. This has influenced the way we have come to think about organisations as, essentially, predictable and controllable. Complexity theory re-evaluates the extent to which we can know and, therefore, control our environment, including organisations.
Complexity provides new insights into how creativity occurs within organisations.
It suggests that people and organisations are most creative when in a state of 'bounded instability'. Figure 1 represents this concept by using the axis of agreement and certainty. Situations that are close to certainty and agreement are likely to be quite predictable. Where situations are far from agreement and certainty they are likely to be much more unpredictable. These situations represent different aspects of organisational life.