Leadership for Change in Complex Systems

Abstract

To examine clinician leadership for change from the perspective of complexity. The core features of complex adaptive systems are described and examples of these characteristics are identified in Australia's mental health system. The implications of conceiving of the mental health system as a complex adaptive system are explored. It is concluded that there is value in conceiving of Australia's mental health system as a complex adaptive system and that such a conception provides useful guidance for leadership for change and for management.