What Is Complexity Science? A Possible Answer from Narrative Research

Mutual shaping between technologies and law: memories of norwegian e-health infrastructures

“…These are 'anonymity', 'simplicity and 'security' considered together, 'being beyond the law' and 'research status' of HealthBook. The use of interview data as narrative acts helps the researcher to retrieve further details regarding key reasoning and concerns [12,13] in the decisions taken on technologic implications of these elements in the design work. Since the professional meanings of the people vary depending on their experience and impression from the design work, the researcher is able to retrieve rich contextual information [10] to make conclusions about the attraction in the legal environment to the final decision-making via the causal elements as the most sensitive in the design work.…”

Project Communication Management in Complex Environments

“…This was a quite common approach in complexity research (Hatch and Tsoukas 1997;Luhman and Boje 2001;Stacey 2001;Mitleton-Kelly 2005). This was a quite common approach in complexity research (Hatch and Tsoukas 1997;Luhman and Boje 2001;Stacey 2001;Mitleton-Kelly 2005).…”

Conceptualizing Managerial Influence in Organizational Conflict—A Qualitative Examination

“…For example, as noted by Putnam (1994), managers exert influence merely by having authority and power over the disputing parties. Influence does not, however, stem solely from one's formal authority over the disputants, but rather, the influence potential stems from one's ''narrative power'' (or ''micro-level hegemony'') to constrain behavior (Luhman & Boje, 2001).…”

“…That is, several scholars have noted the importance of communication to understand human organizations as complex systems (e.g., Aula & Siira, 2007, 2010; Contractor & Grant, 1996; Corman, Kuhn, McPhee, & Dooley, 2002; Goldspink & Kay, 2003; Leeuwis & Aarts, 2011; Stacey, 2003). Luhman and Boje (2001), for example, embraced the communicative perspective of complexity science by viewing complex systems as organizational discourses. According to them, organizational actors exist “as multiple discourses, or networks of identities, in space and time” (p. 164).…”

“…Thus, an attractor “attracts” an organization’s behavior so that it resists whatever disturbances or influences it might experience. From the interpretive communication perspective, managers can be viewed to influence conflicts especially via “micro‐level hegemony” attractors (Boje et al., 1999), which refers to “the power of individuals to tell stories and make them stick, and the power of stories to inscribe or constrain individual action” (Luhman & Boje, 2001, p. 164).…”