Complex Adaptive Systems lens for organizations
Describes organizations as agents interacting under simple rules that produce emergent order, and prescribes enabling constraints and safe to fail probes as a way to learn from the system's own behavior rather than direct it.
John Holland and Stuart Kauffman, organizational application by Ralph Stacey, Brenda Zimmerman, and others, 1990s
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Complex Adaptive Systems lens for organizations
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads one: Learning. The other eleven it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
Multiple originators across complexity science and organization theory, no single canonical source.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.