All this stems from one concept, the concept of complexity. This affects the way managers approach strategic management, chaos in their organisation and in managing the complex responsive processes that form the basic interaction between the people.
"Strategic management is the process of actively participating in the conversations around important emerging issues. Strategic direction is not set in advance but understood in hindsight as it is emerging or after it has emerged." (Stacey 2003, Ch:17, p 15).
Stacey's approach to the organizational structure as a complex adaptive systems which are analogous to viewing them as a combination of complex responsive processes, modifies the approach of the manager to a great extent. According to Stacey, since the organisation is formed too many complex factors, the extent to which the happening in the organisation can be predicted is very low. Every organisation is individualistic. The self organising experience of the organisations tends to make them evolve into a form of their own. Every individual who make up the organisation responds in his or her own way making the organisation all the more complex. Therefore, Stacey suggests, that it is highly impossible for a manager to create a clear target for the organisation and move towards it (Stacey 2001). It is quite possible for the company to get affected by the varied factors and the target itself could get diluted. This concept is also reinforced by other writers. Strategy is structured chaos, says Shona Brown and Kathleen Eisenhardt (1998).
Whether the manager looks at the organisation from an external position or from the internal position, the chaos in the company has influence on the way the work is done in the company. This also affects the decisions and the interactions, thereby making the strategy an evolving concept rather than one fixed strategy that would move towards an achievement. More often, according to Stacey, modelling theories tend to treat the number of factors that affect the chaotic behaviour in an impersonal way; whereas, all these are highly subjective and tend to vary with the people and their moods. This has to be taken into consideration when deciding on the strategy of the organisation that is to be worked out. There can possibly be an overall plan or objective or mission and the methodology to achieve the same could be evolved as the work progresses. Sometimes this evolution could also occur when a problem comes up. All this implies that there will continue to exist, the control and targeted management in the organisation; however, organisations cannot survive by following a blue print. Instead, it is the spontaneous self-organisation that moves it forward. (Stacey 2003, Ch:13 p 19).
Stacey suggests a number of alternatives to the managers. These alternatives under the chaotic condition that most of the organisations tend to be in, are the following:
1. In the ever changing context that the businesses are in, it is essential for the manager to take a different perspective on various common aspects that make up the world of change.
2. Stacey views, mind itself can be thought of as a set of complex responsive processes, making it a subset of the organisation. With numerous people making up the organisation and every person is a set of complex