Complexity, leadership, and management in healthcare organisations
PE Plsek, T Wilson - Bmj, 2001 - bmj.com
PE Plsek, T Wilson
Bmj, 2001•bmj.comCurrent management thinking largely assumes that a well functioning organisation is akin to
a well oiled machine. 1 This leads to the notion that performance is optimised when work is
specified in detail and shared out to distinct operational units. 2 Clinicians often object to
these detailed specifications, while managers bemoan a lack of cooperation. 3The first
article in this series introduced an alternative to the machine metaphor; that of a complex
adaptive system (CAS). 4 In this article we describe applications of complexity thinking in the …
a well oiled machine. 1 This leads to the notion that performance is optimised when work is
specified in detail and shared out to distinct operational units. 2 Clinicians often object to
these detailed specifications, while managers bemoan a lack of cooperation. 3The first
article in this series introduced an alternative to the machine metaphor; that of a complex
adaptive system (CAS). 4 In this article we describe applications of complexity thinking in the …
Current management thinking largely assumes that a well functioning organisation is akin to a well oiled machine. 1 This leads to the notion that performance is optimised when work is specified in detail and shared out to distinct operational units. 2 Clinicians often object to these detailed specifications, while managers bemoan a lack of cooperation. 3
The first article in this series introduced an alternative to the machine metaphor; that of a complex adaptive system (CAS). 4 In this article we describe applications of complexity thinking in the organisation and management of health care.
bmj.com