Complexity and Innovation
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On 12 October 1999, the U.S. Army began a journey down a new path to innovation, when General Eric Shinseki presented his vision of Army Transformation at the 45th annual meeting of the Association of the United States Army. In this speech, General Shinseki described the Army as an organization consisting of heavy forces with excellent staying power but poor strategic responsiveness, light forces with excellent responsiveness but poor staying power, and a logistics system with an excessively large footprint. His proposed solution, a comprehensive change of the Army resulting in full-spectrum d...
On 12 October 1999, the U.S. Army began a journey down a new path to innovation, when General Eric Shinseki presented his vision of Army Transformation at the 45th annual meeting of the Association of the United States Army. In this speech, General Shinseki described the Army as an organization consisting of heavy forces with excellent staying power but poor strategic responsiveness, light forces with excellent responsiveness but poor staying power, and a logistics system with an excessively large footprint. His proposed solution, a comprehensive change of the Army resulting in full-spectrum dominance and strategic responsiveness, would occur so quickly as to "be unnerving to some. "" While this prediction has turned out in many ways to be true, it is not necessarily the speed of change that is unnerving to many of the people studying Army Transformation. This study's research question is, "Does Army Transformation embody the concepts of complexity theory as applied to organizational design?" Because Army Transformation lacks a clearly articulated theoretical framework, seeking to develop a Future Force in the absence of a specific operational design and supporting doctrine, the process is subordinated to the whims of Army culture and parochial bias. Complexity science is one possible source of sound theoretical principles that could provide a guiding framework to the transformation process. Chapter one serves as an introduction to the problem. Chapter two describes the study's methodology. Chapter three introduces several concepts of culture as it applies to warfare and the military, demonstrating the need for a foundation in scientific theory to shift Army culture toward more beneficial patterns of change. Chapter four reviews complexity theory and describes the recent advances of Complex Responsive Processes (CRP) theory, demonstrating how complexity can provide a Common Body of Metaphor (CBM) to guide innovation processes. Measures of merit derived from establi This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
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