The insights into the complexity sciences can be applied to human organisations. Organisations are comprised of a large number of individual agents who interact locally. They also have the ability to be both chaotic and stable at the same time and can demonstrate novelty and emergence. The pattern of behaviour we see in these systems is not constant, because when a system’s environment changes, so does the behaviour of its agents and, as a result, so does the behaviour of the system as a whole. In other words, the system is constantly adapting to the conditions around it. Over time, the system evolves through adaptation. A central core to this thinking is that complexity theory requires management to acknowledge the self organising and emergent properties of complex systems rather than managing organisations in a mechanistic way. As Stacey argues “in not attending to the limitations in systems thinking, they run the risk of simplification that subtly undermines the proclaimed challenge....” (Stacey, Griffin & Shaw, 1999.p.128.)

Complexity science is a way of thinking that invites us to think from within our participation in the evolution of forms of identity. There is something deeper and bigger and more meaningful and if we work together in harmony we can tap into a greater something. In the creative world, conflict is important in the creative process and conflict and diversity may often often contribute to new and novel behaviour. The main questions to be asked are:

• How have I come to be who I am?
• How have we come to be who we are?
• How are we all changing, evolving and learning?

It is also crucial to keep in mind that conflict and tension are always an expected part when it comes to human relationships. We should get used to work within that creative tension and to feel comfortable with uncertainty. While traditional organisational management encourages uncertainty out of the system; complexity theory on the other hand encourages individuals to live happily within uncertainty.

"Don’t establish the
boundaries
first,
the squares, triangles,
boxes
of preconceived
possibility,
and then
pour
life into them, trimming
off left-over edges,
ending potential."
(Ammons, 1965).