258

Emergent outcomes including “organizational learning”, “distributed leadership” as well

as “shared governance” were seen in varied measures in both cases. The concept of

“organizational learning” is posited as an emergent outcome of the implementation process

in both case studies. It can be posited that greater experience and maturation led Case A to

move from adaptive learning to generative learning while Case B witnessed adaptive

learning. Engagement of stakeholders at multiple levels led to shared governance among the

nursing managerial cadre while distributed leadership was evidenced among key staff at

multiple levels in Case A. The studies were able to highlight several complex adaptive system

perspectives of organizational systems including adaptability, simple rules, non-linearity,

emergent behaviour, inherent order, context and the embeddedness of change (Plsek, 2001).

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