Don’t Simplify, Complexify

Abstract

Abstract This chapter argues that, rather than theory development aiming at simplifying complex organizational phenomena, it should aim at complexifying theories—theoretical complexity is needed to account for organizational complexity. Defining the latter as “nontrivial” action, it explores a complex “system of picturing” of organizations as objects of study that provides an alternative to the dominant disjunctive style of thinking. Complex theorizing is conjunctive: it seeks to make connections between diverse elements of human experience through making those analytical distinctions that will enable the joining up of concepts normally compartmentalized. Insofar as conjunctive theorizing is driven by the need to preserve the “living forwards–understanding backwards” dialectic, it is better suited to grasping the logic of practice and doing justice to organizational complexity. This argument is illustrated with several examples from organizational and management research.