The Tao of complex adaptive systems (CAS)

Purpose – This paper seeks to examine an emerging synergetic model of organizational leadership that is founded on Chinese Taoism and complex adaptive system (CAS). Design/methodology/approach – The paper is formed around a comparative analysis of two conceptual models – the CAS model that is founded on what is known as the new science and a more ancient model that is based on Chinese Taoism. Findings – While the two models were developed more than 2,500 years apart, this paper shows a degree of alignment between Eastern wisdom and the latest Western scientific theory. The essence of what is characterized as Taoistic leadership emphasizes alignment with “The Way” and is based on the interplay of “Yin/Yang.” This is similar to the core elements of CAS that emphasizes the importance of “the Attractor” and the interplay of “Order/Disorder.” Research limitations/implications – This paper points out the promise of a convergence of ancient wisdom from China, with the latest new science view on organizational behavior. The outcome is a complementary leadership model that is undergirded by both ethical values and scientific support. Practical implications – This paper goes one step beyond traditional analyzes by dissecting the two key streams of Chinese philosophy, comparing and contrasting these with CAS. Originality/value – Chinese leaders today tend to be influenced by a leadership style that can be broadly characterized as reflecting principles of Confucianism. These principles support a more hierarchical formulation of leadership and organizations that are more centralized and less adaptive to today's dynamic environment. This paper offers an alternative leadership model, grounded in the Tao philosophy that is said to be more accommodating of the complexities of organizational behavior today. It also offers value to Western leaders in appreciation of the ancient wisdom and values in Taoism relating to today's organizational behavior and leadership.