The mental demands of leadership in complex adaptive systems

David A. Petrie, Robert Chad Swanson

Research output: Contribution to journalArticlepeer-review

11 Citations (Scopus)

Abstract

After a decade of calls for healthcare transformation, there is a convergence of themes in our general orienting models. The core metaphor of health system as machine (with closed boundaries, linear functions, and controlled predictable outputs) has given way to health as ecosystem (with open boundaries, non-linear functions, multiple interdependencies, and no single locus of control over outcomes). Current developmental psychology theory suggests that people construct their reality, and interact with their world, based on the epistemology (or “action-logic” or “mindset”) of their stage of development. Through this lens, the skills for leading large-scale change in our increasingly complex world require significant cognitive and interpersonal development. The concept of vertical development may be an underemphasized aspect of system change. This article will discuss a new set of leadership skills and frameworks that emerge in the nexus of complex adaptive systems and adult development theory.

Original languageEnglish
Pages (from-to)206-213
Number of pages8
JournalHealthcare Management Forum
Volume31
Issue number5
DOIs
Publication statusPublished - Sept 1 2018

Bibliographical note

Publisher Copyright:
© 2018 The Canadian College of Health Leaders.

ASJC Scopus Subject Areas

  • Health Policy

PubMed: MeSH publication types

  • Journal Article

Fingerprint

Dive into the research topics of 'The mental demands of leadership in complex adaptive systems'. Together they form a unique fingerprint.

Cite this