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the domestic use of armed force). All traces of spontaneity
in organizing have disappeared and cannot be tolerated. This is not a
problem if the context remains stable. But, if it changes and the system

is forced into adaptation then its rigidity can kill it by making it unfit
for purpose.

The above example explains the current obsession with Complex
Adaptive Systems and (curiously) embedding self-organization inside

a formal organization as businesses face accelerating context changes.
Classic case, armies have self-commanding groups such as the SAS
and SEAL teams to deal with fast-breaking guerrilla situations. The

self-organization construct may even be incorporated into a pre-
planned structure as part of its functionality; for example, eBay or
Airbnb where the customer uses a platform to deliver their own service
customized to their own demands.

The Idea of Complex Adaptive Systems

This co-opting of the idea of self-organization inside a formal
framework has been captured in the organizational literature under
the general heading of 'Complex Adaptive Systems' (CAS). The
essential thought is to so structure an organization that the

spontaneous interaction energy and the synergy creation of self-
organization are captured to solve problems of organizational
adaptation to context, particularly cross-organizational

adaption problems.

This embedded of self-organization principles inside formal structures
has implications, specifically resolving the interface between the
spontaneous grouping and the formal (leadership) structure,
particularly in long-established organizations. This has been

resolved in the past through constructs such as empowerment, which
by its very name implies top-down control and high functioning teams
amongst others. But, the literature is slowly moving to a larger

conceptualization of the role of leaders and the function of leadership.

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