There’s no such thing as absolutely good or bad in complexity, you just need to have a hybrid word “simplexity” to express it; the special eyes to discern it; the hearty feeling to connect with it, and the system mind to untangle it.
To debunk the myth of complexity, we need to be looking for patterns rather than isolating causes, analyzing what the impact of complexity is and managing it effectively.
Intellectual complexity: Complexity is a property of intelligence. Every intelligence has a certain complexity in it. It seems that a critical level of intellectual complexity is required for the intelligence to appear. Humans are one of the most complex creatures in the world. In the biosphere, the "life potential" of a species is proportional to its complexity. Its fitness is proportional to its complexity.
A mind with complexity can work at a series of complex activities - doing correlations, categorizing, classifying and sorting via multidimensional correlations; analyzing, synthesizing, formalizing, systematizing, and harmonizing solutions across disciplines to make sound judgment and solve complex problems step wisely.
Innovation Complexity: Usually, innovation either through need seeker or technology driver is the key factor to weave diverse ingredients into differentiated business competency in order. In order to invent or innovate -make new things, you will need additional functionality, add the new layer of structures, or to turn old functions into new ones. Without those needed complexity, organizations will become outdated if the competitors can deliver better solutions with faster speed. In addition, there are needed complexities such as design complexity that competitors cannot imitate easily; or the collaboration/networking complexity that makes people more productive, engaging, and keep business agiler to adapt to the changes.
However, pay more attention to redundancy and eliminate waste. Over-complexity in a business may be hiding simple and innovative ways to achieve things because the people involved don't get the time to step back from the complexity and hence, they continue to follow the old routine to do the things, lacking the out of box creativity to optimize and manage complexity with disciplines.
System complexity: The business is a complex system, the people are complex systems, and the world is a complex system. Complexity has increased exponentially and has become a part of the ecosystem normality. Complexity is often erroneously confused with the term complication. Something that is complex is not necessarily difficult, but something that is complicated does have a high degree of difficulty. To handle complexity effectively, the first is to try to analyze what the impact of complexity is on a system, the second is to look for the impact on optimizing complex components for unlocking performance.
Technically, the complexity of aggregate layers of every internal system is a burden that often causes conflicts, complexity management is all about understanding complexity systematically and supporting high-impact interrelationships and interconnectivity. People are the most critical part of the organizational system. We all try to 'close' the system, to reduce its complexity, therefore, the fewer changes happen in the system, but it perhaps causes stagnation. The adaptive attitude is to manage its complexity via agility enhancement and structural flexibility.
Complexity is a paradox -simplicity is an optimal level of complexity; but without complexity, simplicity alone is less intelligent. Complex mindset is paradoxical - getting simple answers out of that paradox could be the motive of some people to understand contemporary complexity. It's all about balance and perception. There’s no such thing as absolutely good or bad in complexity, you just need to have a hybrid word “simplexity” to express it; the special eyes to discern it; the hearty feeling to connect with it, and the system mind to untangle it.
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