The article outlines a new complex representation of ways in which organizations can manage the future of innovation and technology change. It begins by viewing the organization as living systems that are governed by restrictions, uncertainty, and viability. In this case, there is a need to establish new models where human and technical factors will be taken into account. Due to technological advancement, researchers have developed networks and connections that have become complex and resulted in complications in managing them. Human knowledge is limited, making it challenging to handle potential problems from these innovations because they have a statistical representation of themselves. Businesses, on the other hand, are indulging in more technical development to be competitive in the market and for survival purposes without considering the disruption it has on different aspects. Innovation is a dynamic social process that is prone to be affected by market changes. Ideally, as much as technology grows in a big way, it reaches a point where it becomes irreversible. Instead, it creates more—interaction and relationships of these systems increase, which brings in conflicts among themselves.
The article suggests the application of different strategies that can help in dealing with repercussions associated with the growth of technology. Modeling tools that will assist in understanding both complicated and straightforward aspects of the system that will help in clarification of their relationships. With this, it will reduce its complexity because of the build-up representations. Another element is adapting complex thinking, which will facilitate the analysis of the quality interactions. Using heuristics tools such as cognitive maps will pave the way for stimulation of imagination and creating designs that will contribute to the development of criteria, guidelines, and tricks to guide actions. Lastly, the use of strategies to solve complexity will help in understanding the structure of the organization and its systems.
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