Davidson Sandra
Faculty of Nursing, University of Calgary, Alberta, Canada.
Nurs Adm Q. 2020 Apr/Jun;44(2):101-108. doi: 10.1097/NAQ.0000000000000406.
Since the 1990s, complexity science has been utilized as a metaphor for understanding health care organizations and new ways of leading within them. In this article, 3 principles of complexity leadership put forth by Porter-O'Grady and Malloch in the text Quantum Leadership are explored: (1) wholes are not just the sum of their parts; (2) all health care is local; and (3) value is now the centerpiece of service delivery. Each of these principles is discussed from a 20th-century "organization as machine" perspective, a complexity science perspective, and a complex relational processes (CRP) view. The CRP lens provides a useful bridge from the hard science (nonhuman) systems metaphor to what we often think of as the soft skills of relationship building and communication. CRP does this by drawing on philosophy and the social sciences of sociology and psychology as a way to humanize the nonhuman metaphors of complexity science. This opens up new ways of understanding and talking about leadership in organizations. This shifts our traditional thinking of individuals as leaders to a more relational process of complex relational leading that occurs between people within organizations.
自20世纪90年代以来，复杂性科学一直被用作一种隐喻，用于理解医疗保健组织及其内部新的领导方式。本文探讨了波特-奥格雷迪和马洛克在《量子领导力》一书中提出的复杂性领导的三条原则：（1）整体不仅仅是其各部分的总和；（2）所有医疗保健都是本地化的；（3）价值现在是服务提供的核心。这些原则中的每一条都从20世纪“组织即机器”的视角、复杂性科学视角以及复杂关系过程（CRP）观点进行了讨论。CRP视角为从硬科学（非人类）系统隐喻到我们通常认为的关系建立和沟通的软技能提供了一座有用的桥梁。CRP通过借鉴哲学以及社会学和心理学等社会科学，将复杂性科学的非人类隐喻人性化，从而实现了这一点。这开辟了理解和谈论组织中领导力的新方式。这将我们传统上对个体作为领导者的思维方式转变为组织内人与人之间发生的更具关系性的复杂关系领导过程。
