The Complexity Theory of Outcome Creation from French and colleagues describes four types of human complexity which contribute to the emergence of health and social outcomes. These types are not intended to be mutually exclusive categories; instead, they are meant to be useful, complementary ways to think about the complexity of human systems.
Compositional complexity highlights that problems are created by many interwoven pieces working together. Features of compositional complexity include multiplicity and diversity of component parts, their interdependence, and the frequency of their interaction. Most groups of individuals are compositionally complex when you consider a variety of factors such as race, religion, education, income, neurodiversity, etc. Consideration of compositional complexity helps to shift our thinking about human systems from a focus on individuals to a focus on their interrelationships.
Experiential complexity acknowledges the diverse experiences, perspectives, and unique circumstances of individuals in determining outcomes like obesity, homelessness, or poverty. Experiential complexity recognizes that every person’s journey through life is unique. While public health approaches often try to standardize solutions, they can oversimplify the unique circumstances of different people, which can lead to solutions that don’t address individual needs and beliefs. Taking obesity as an example, for some, the common message, “eat less and move more,” is enough to promote weight loss. But for others, it may create a sense of shame and result in weight gain.
Dynamic complexity describes how factors within a system are in a constant state of flux and unpredictability. Not only are complex systems complex—that complexity changes. This constant state of change challenges the effectiveness of policies, services, and interventions because changes in economic conditions, technology, environment, and social attitudes can quickly make current approaches obsolete. Large-scale events like the COVID-19 pandemic, or personal crises like job loss or trauma, can suddenly shift the complex dynamics with and within a system.
Governance complexity refers to the task of mobilizing and coordinating diverse types of knowledge, relationships, and resources over time periods necessary to influence outcomes. Outcomes often transcend organizational boundaries, fall between ring-fenced budgets, and operate across the cultural divisions between different organizations and service sectors. The Complexity Theory of Outcome Creation suggests addressing governance complexity by investing in three core capabilities (stewardship, coordination, and adaptation) and by rebalancing Information and Agency.
Deeper Dive
- French, M, H Hesselgreaves, R Wilson, M Hawkins and T Lowe. Harnessing Complexity for Better Outcomes in Public and Non-profit Services. Bristol University Press Digital, 2023.
Related Frameworks
- Complexity Theory of Outcome Creation: illustrates a strategy to address the four types of complexity
- Information and Agency: illustrates the balance of information and agency in complicated and complex systems.