Learning from research about CASs operating as enterprises

The behavior of enterprises operating in a complex systems domain is examined from the perspective of operating as a Complex Adaptive System (CAS). A number of authors are reviewed including Stacey, Pascale, Hidalgo, Senge, Pentland, Uhl-Bien, Marion and McKelvey and Lichtenstein. The research concepts proposed by these authors are reinforced by identification of common themes, referenced to the experiences of 4 Star General Stanley McChrystal's experiences, a limited survey of practitioners, and the experiences of the authors. Themes identified include the Newtonian model of cause and effect only applies for day-to-day operations and the informal system is required to stimulate adaptation of the enterprise; change management is very difficult; the space between nodes in organisations is equally valuable to the nodes of specialist positions; joint membership of teams assists relationship building; maximum innovation of groups is dependent on the degree of respect paid by members to each other; greater delegations assist