Pendant mes recherches au doctorat, j'ai cerné de nouvelles façons de réfléchir à la complexité des organisations. Pour ce faire, il faut prendre conscience de la capacité des systèmes complexes à se doter de leur propre forme d'ordre et de cohérence, souvent qualifiée d'auto-organisation, puis poser la question suivante: « Que peuvent faire les leaders organisationnels pour créer les systèmes et les structures qui favorisent le changement émergent? » Le changement émergent provient de l'intérieur, par les membres actifs d'un système, et non d'une incitation ou d'une conception externe. Il en résulte le type de changement de capacité qui permet à une organisation d'être souple et résiliente grâce à un solide engagement des employés. Pour répondre à la question, il a fallu déterminer et valider les facteurs propres à l'organisation qui favorisent le changement émergent.
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