The concept of matching capacity to complexity was described by Yaneer Bar-Yam, based on his study of living systems. He notes that organizations exist within an environment that places demands upon them. Organizations that thrive must have a complexity sufficiently large to respond to the complexity of environmental demands at the scale of these demands. The vertical axis is the capacity of an individual or organization to handle tasks, challenges, or workloads. Capacity may derive from factors such as resources, skills, knowledge, and technology. This is similar to the three capabilities (stewardship, coordination, adaptation) in the Complexity Theory of Outcome Creation. The horizontal axis is the complexity of the demand placed on the individual or organization by its environment (Four Types of Human Complexity).
When capacity matches or exceeds the level of complexity, the individual or organization is likely to survive. This is because they have sufficient ability, resources, and skills to manage and respond to the challenges and demands of the complex environment. When the complexity of the environment or challenge faced exceeds the individual’s or organization’s capacity, they are likely to fail. This happens because they are overwhelmed and unable to cope with demands due to insufficient resources, skills, or abilities. Many healthcare systems are increasingly challenged by the complexity of patients and the causes of ill health due to events like wildfires and heatwaves.
Overall, the relationship suggests the importance of having a balance where capacity is commensurate with complexity. In the context of an organization or individual, this means that as challenges become more complex, the system must develop greater capacity to adapt and manage. Alternatively, it may be possible to reduce the complexity of demands on individuals or organizations.
Deeper Dive
- Bar-Yam, Y. Complexity rising: From human beings to human civilization, a complexity profile, in Encyclopedia of Life Support Systems (EOLSS), developed under the Auspices of the UNESCO, EOLSS Publishers, Oxford, UK, 2002.
Related Frameworks
- Complexity Theory of Outcome Creation: describes three capabilities helpful in addressing the sources of compositional and experiential complexity
- Four Types of Human Complexity: sources of complexity to consider including governance
- Trust and Complexity: increasing trust as a path to reducing complexity
- Transactional to Relational: speaks to different forms of capacity