This paper provides an account of an ongoing project with an independent school in the UK. The project focuses on a strategy development intervention which, from the start, was systemic in orientation. The intention was to integrate simple systems concepts and approaches into the strategy development process to: address power relations in actively engaging a wide range of stakeholders with the school’s strategy-making process; generate a range of good ideas; and make the strategy-making process transparent in order to inspire stakeholder confidence in, and commitment to, it and its outcomes. This paper describes how seeking to meet these aims entailed a series of workshops during the course of which an awareness of the relevance, in our interpretation, of Complex Adaptive Systems concepts grew.
Gregory, A., & Ronan, M. (2015). Insights into the development of strategy from a complexity perspective. Journal of the Operational Research Society, 66(4), 627-636 . https://doi.org/10.1057/jors.2014.27