Sending a rocket to the moon and surgeons extracting brain tumours are complicated procedures. They require engineer-designed blueprints, step-by-step algorithms, well-trained staff and exquisite combinations of computer software running carefully calibrated equipment. In contrast, coordinating health care requires constant adaptations in design and action because it comes along with many reciprocal ties in changing and unpredictable environments. 1 The solutions to complicated problems do not work as well with complex problems because complex problems involve too many unknowns and too many interrelated factors to reduce rules and processes. By looking at how managers run businesses, Rick Nason explains that, when confronted with a problem, managers tend to automatically default to complicated thinking. He argues that managers should be 'consciously managing complexity' by: (1) recognising which type of system they are dealing with; (2) thinking 'manage, not solve'; (3) employing a 'try, learn and adapt' operating strategy and (4) 'developing a complexity mindset'. 2 Applying the first strategy results in classifying situations as simple, complicated or complex, as briefly described above. The key to deal with complex situations or problems is to think 'manage, not solve'. It assumes that a certain level of control is available but that the situation is not completely manageable. This can be an unsettling strategy to use, as it implies that one has to rely on in-the-moment thinking. Moreover, as part of the 'manage, not solve' strategy, one should plan for the process of planning but not for the result of the planning. Further, in a complex environment, one should learn from his or her missteps and use one's learning to move forward with a new angle on the problem. A key characteristic of complexity is adaptation, which ultimately means changing along with the environment rather than trying to get the environment to change. Finally, one needs to develop a complexity mindset or a creative mindset that focuses on what can be, rather than what is. To excel in complexity requires flexibility in what side of the brain to use, where the left brain brings the logical and