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Complexity Theory in the Contemporary Organization
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Most observers still adhere to the belief that§single, heroic leaders initiate major change in§contemporary human organizations. This "great§person" paradigm seems especially strong when such§change implements a new method of meeting the§organization''s central goals. Huck seeks to test this§paradigm by studying the implementation of web-based§education at a university in the United States.§Huck''s findings, based on ethnographic field§research, tend to refute the "myth" of change by a§principal authority in the organization. Instead,§Huck finds that the constructs of Complexity Theory§better explain the processes and outcomes of change§in human groups. Huck argues that change in the§contemporary U.S. university is the product of§individual interactions that are usually inductive§and parochial, but which retain the potential to§cascade across an organization and transform it.
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