“…In the development sector, a number of commentators (Roche, 1994;Mosse, 1998;Davies, 2004Davies, , 2005Hamdi, 2004;Eyben, 2006;Simpson and Gill, 2007) have argued for a more complex understanding of how change comes about and the role of INGOs in this process, often drawing on the complexity sciences, for example, complex adaptive systems theory (Gell-Mann, 1994;Holland, 1998). Whilst appreciative of the unexpected, and more tolerant of ambiguity, paradox and power, what is common to all of these authors is the tendency to understand insights from the complexity sciences as being something which can be harnessed or accommodated within existing systemic ways of understanding development management.…”