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Complexity and Growth

Growth under complex conditions always promotes complexity. As a system grows, it must limit the number of internal reference frameworks. No more doing all with everything, and everyone with everybody at all times. The number of subsystems which, decoupled from each other, cultivate their own processes and follow their own sense, grows. This inner increase, in very selectively coupled, self-effective, differentiated systems, can be rather random and chaotic or very orderly and rich in form. Organisations grow by means of new areas, departments, functions, locations, regions, business areas etc., thus, they rely on order (even when the organigram finds an overview representation of this difficult).

The more non-homogenous these subsystems are, the higher the effort for coordination and synchronisation. Therefore, downsizing usually occurs in the form of division (“No core business!”), if these efforts are too great or the size becomes too dysfunctional.

Thus, complexity sets growth limitations itself through the compulsion to select connections. Forms are created, therefore, from the limitation of the ability to perform, from scanning all alternatives and potential in the world and taking these into account.