In recent years, "new science" concepts stemming from self-organizing systems theory, chaos theory, and complexity theory have captured the attention of both social scientific researchers and practitioners in a variety of walks of life. This article explores both the promise and the danger of applying new science concepts to organizational behavior and communication. After reviewing key concepts from the new sciences and the adaptation of these concepts to organizational studies, this essay explores a case in which new science concepts are being used in a hospital to revamp nursing structures and practices. The case is first described, then discussed in terms of lessons it can provide.
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