Error Avoidance in Complex Adaptive Systems

Running head: ERROR AVOIDANCE

Error Avoidance in Complex Adaptive Systems

Annette Lancaster

MHA 601

Prof. Matthew Caines

May 31, 2014

According to Ellis, B., & Herbert, S. (2011) the complex adaptive system theory of complexity science is flexible because the individual and joint behavior metamorphose and self-organize themselves according to an event or collection of events which are the catalyst. They also believe that there must be sufficient diversity in said situations because not only are the talents and skills of each individual employee important, but each employees’ skills and talents work as a catalyst to encourage their coworker. Due to these close relationships this paper is going to utilize the theory of CAS to explain why certain situations may be considered errors that would have a negative effect on healthcare organizations, and how to avoid such errors.

Disciplining one employee, expecting a modest change in that employee’s behavior, but getting a massive union response could signify that the team members not only have adequate experience in their field of expertise, but that they also have a bond from working closely together for a number of years. Singling out one employee in this instance is an error that could negatively impact the organization because it could cause a coup within the department. In this instance the manager must make a decision on who to discipline while utilizing co-evolution. The strategy of the manager should involve studying all members of the department collectively instead of the one individual employee. When singling out one employee you insinuate that the employee is incapable of learning. In fast paced organizations it is often assumed that once a person has been taught a specific job skill that their need to continue learning has ended. But as noted by Stacey, “The most important learning we do flows from the trial-and-error action we take in real time and especially from the way we reflect on...