Applications of complexity thinking to management suggest that top management should set rules governing the interaction of organizational members and their expected behaviour,and relinquish direct supervisory control

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Complexity thinking emphasizes self-organizing, emergent behavior within organizations. To facilitate this, top management should provide a framework of rules and standards that guide organizational behavior, but should not micromanage or exert direct supervisory control over every aspect of organizational activity. This allows for greater flexibility and adaptability in response to changing conditions and emergent opportunities.

Applications of Complexity Thinking to Management Suggest That Top Management