Complexity as an empirical tendency: Promoting non-measurement as a means to enhanced understanding

Identifying key elements for evaluating organizations' complex adaptive leadership readiness (CAL-R framework): paving the way for a measurement tool development

“…Although a more qualitative/narrative approach of analysis and evaluation is encouraged for managerial practice in the complexity field (Poulis, 2021), and also proposed here, we also need to acknowledge the need for orderliness and stability, to put something in a specific context so we can illustrate, communicate and compare against standards for organizational success (Schneider et al, 2017). Therefore, the CAL-R framework has yet to be tested and standardized across sectors and cultures around the world in order to also develop a statistically valid instrument for further and rigorous measurement.…”

“…Hence, a quantitative approach should also be offered by future research in order to provide a validated tool that measures adaptability and emergent behaviors in various contexts (Poutanen et al, 2016). However, overreliance on linear statistical representations should be used with caution as it is difficult to generalize nonlinear complexity effects and capture the actors' (agents) role and understanding (or experience) of complexity (D ıaz-Fernandez et al, 2019;Poulis, 2021). So, even if this approach is used to quantify organizations' adaptability, leaders should always consider a discourse approach, in order to deeply understand the meaning of each item, the importance to their organization, how they emerge and how they may contribute to organizational transformation and growth.…”

“…Organizations may not even be aware of CAS traits; however, many of them may be implemented by organizations in their development efforts to deal with the complex markets. Furthermore, trying to measure complexity may be problematic, as it is an effort to predict something unpredictable, which is contradictory in nature and over-simplistic, not being able to incorporate the multifaceted and untamable nature of complexity (Tsoukas, 2017; Poulis, 2021). As Poulis (2021) suggests, a measurement-driven approach may be epistemologically unorthodox in understanding complexity, hindering us from developing and implementing our knowledge.…”

“…This framework attempts to bring more clarity to the study and application of complex systems, by integrating theory and identifying key organizational elements that may affect the level of adaptability (readiness to respond to complexity) and, hence, the performance of any organization operating in complex environments. The current study's approach focuses on closing the gap of evaluation, starting from a grounded narrative perspective for evaluating organizations' ability to manifest adaptive behaviors, by acknowledging the role of emergence and human agency (Poulis, 2021). Eventually, it aspires to become the basis for the future development of a measurement tool, in order to prepare organizations for the new era; however, it is believed that complexity related frameworks should be first operationalized before being tested (Caws, 2015).…”

New Perspective on Brand Portfolio Management

“…The phenomena described above clearly show that the conditions for BPM processes are becoming increasingly more demanding for enterprises and the changes that are occurring at a rapid pace result in increased complexity and, simultaneously, reduced decision time and increased risk (Poulis, 2021). Companies, therefore, make mistakes but learn by stimulating the dynamic development of BPM knowledge and processes at the same time.…”