Kevin J. Dooley: Complexity – Simple and Useful

Glenda H. Eoyang ()
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Glenda H. Eoyang: Human Systems Dynamics Institute

Chapter 27 in The Palgrave Handbook of Organizational Change Thinkers, 2017, pp 435-450 from Springer

Abstract: Abstract Kevin Dooley began his career as an industrial engineer and continues his work as a designer of complex human and information networks. His curiosity about how change emerged over time led him to explore complexity at the edge of many fields, including mathematics, philosophy, physics, and computer science. His passion for pragmatic applications led him to engage in complex patterns of individual and institutional behavior as it emerged in the real world. Kevin pioneered the use of inductive quantitative data analysis to understand options and influence decision-making and action in complex social, business, and natural environments. Rather than positing a hypothesis, then testing it with data, as most change researchers usually do, Kevin analyzed data as it was generated and looked for the patterns. He then used those patterns to understand and influence change in complex human systems. He used the principles of complex adaptive systems sciences to see, understand, and improve patterns in teams, organizations, and processes. At various times in his career, he was engaged with total quality management, process analysis and improvement, and supply chain management. He held the first joint chair in engineering and business at the Arizona State University and continues to explore the sometimes chaotic intersection between physical and social systems. His master work is still a work in progress. Currently, he leads The Sustainability Consortium, an international network of organizations that captures, stores, and reports information about the carbon footprints for supply chains of consumer products.

Keywords: Complexity; Nonlinear dynamics; Self-organizing change; Complex adaptive systems; Sustainability; Supply chain management (search for similar items in EconPapers)
Date: 2017
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DOI: 10.1007/978-3-319-52878-6_75

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