DRAFT

Although complex organisational dynamics cannot be predicted, and therefore outcomes controlled, it is argued that strategies to steer organisational activity towards increasing the probability of achieving defined objectives can be devised. Organisations obviously do not conform to the precision and neatness of models, but models can offer analogies and principles to aid understanding of aspects or dimensions of the ‘booming, buzzing confusion ’ that is organisations. This paper discusses the theme of influencing organisational control outcomes and maintaining viability within contemporary organisations by reference to a model, the Viable Systems Model. The model has two fundamental principles that facilitate the navigation of complexity in organisations. Three case study companies are used to illustrate the extent to which the theoretical principles embedded within the Viable System Model may be of practical use to companies which are operating in increasingly challenging markets conditions full of threat and opportunity. The paper evaluates the Viable System Model, and discusses how it can be relevant and useful in organisations