What crises could teach us about complexity and systemic management: The case of the Nestucca oil spill |
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| Authors: | Isabelle Deschamps Martine Lalonde Thierry C Pauchant Jean-Philippe Waaub |
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| Institution: | aIsabelle Deschamps is associate professor of technological innovation at HEC, the University of Montreal's business school Canada;bMartine Lalonde is management consultant for PVM in Montreal Canada;cThierry C. Pauchant is associate professor of management at HEC Montreal Canada;dJean-Philippe Waaub is associate professor of environmental sciences at the University of Quebec at Montreal Canada |
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| Abstract: | In this article we attempt to uncover some systemic management principles for the better management of complex issues. Taking a pragmatic approach we have expanded the case methodology proposed by John Dewey to the case study of a major crisis. By proposing that crises allow for a better apprehension of complexity, we study the changes which were carried out or not, to this day, after the 1988 Nestucca oil spill that occurred in Canada only three months prior to the Exxon-Valdez disaster. After conducting a linear and systemic analysis of the crisis, we propose that the changes institutionalized thus far spring mostly from what we call “behavioral” and “paradigmatic” learning which are weak for addressing complex issues. Proposing that 15% of the people we have interviewed where able to derive a “systemic learning” from this crisis, we suggest several unlocking strategies that allow these systemic lessons to be institutionalized. |
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