Collection
Complexity and Reductionism

Complexity and chaos theory have been in vogue among mathematicians and business theorists alike for some years. These thinkers describe the non-linear flow of real world events and look for ways to harness complexity - emergent outcomes that surpass our ability to calculate or predict them - for our advantage. Instead of trying to control all aspects of events, we can work to set the initial conditions that favor the emergence of beneficial outcomes through a chaotic, self-organizing process.

Psychological studies demonstrate clearly that human beings are not very good at dealing with complexity. We tend to think linearly about cause and effect and become quickly confused or disheartened when faced with too many degrees of freedom. This forces us to adopt a kind of reductionism - simplified frameworks that help reduce complex reality down to the key elements in a way that makes them more manageable. This is obviously a very powerful survival mechanism, honed by centuries of evolution. One might argue that the hallmark of a good consultant is precisely this ability to reduce complex problems to their essentials.

Both complexity and reductionism carry risks. Too much complexity can overwhelm and paralyze us. Reductionism, however, generates simple rules that sometimes overlook major conditions and consequences. This collection deals with complexity and our attempts to grapple with it.