Facilitating emergent change in a healthcare setting

Area of Science:

• Organizational Studies
• Complex Systems Theory
• Management Science

Background:

• Organizations are complex systems capable of self-organization and emergent change.
• Traditional leadership models often overlook the potential for internally generated change.
• Understanding how to facilitate emergent change is crucial for organizational agility and resilience.

Purpose of the Study:

• To investigate how organizational leaders can create environments conducive to emergent change.
• To identify and validate organizational-specific factors that facilitate self-organization and emergent change.
• To enhance organizational capacity for agile and resilient adaptation.

Main Methods:

• Doctoral research employing qualitative and/or quantitative methods to explore organizational dynamics.
• Analysis of complex systems principles applied to organizational structures.
• Identification and validation of factors influencing emergent change within organizations.

Main Results:

• New frameworks for understanding complexity and self-organization in organizational contexts.
• Validated organizational-specific factors that enable emergent change.
• Demonstrated link between facilitated emergent change, employee engagement, and organizational resilience.

Conclusions:

• Leaders can actively cultivate emergent change by designing systems that support self-organization.
• Facilitating emergent change enhances organizational agility, resilience, and employee engagement.
• This research provides actionable insights for leaders seeking to foster adaptive organizations.