03/04/2026
Reading ahead of my first Exec MBA paper this year, I realised I’ve been working with complexity for years. I was using a language for it, one grounded in relationships and creative practice.
Through my MFA research, grounded in Fluxus, relational aesthetics, and social practice, I’ve been operating in systems where:
outcomes can’t be predicted
participation is distributed
meaning emerges through interaction
uncertainty is something to hold, not resolve
During the EMBA, I began to recognise these patterns in frameworks like Cynefin and Complexity Leadership Theory.
Event scores → enabling constraints
Participation → distributed leadership
Relational process → adaptive systems
This wasn’t about applying management theory to art. It was recognising that my creative practice already maps onto complexity leadership.
The shift for me has been clear:
From decision-maker
to condition-setter
to steward of systems in motion
Grateful to my lecturers for helping me see and articulate this, Chris Gallavin, Stephen Kelly, and Dave Snowden for the Cynefin framework.
Here's a link to my substack where I deep dive into a project from my MFA at Whitecliffe College in 2019 - 2020.
ps. we need more creatives in leadership and governance!
https://mycreativepractice.substack.com/p/practising-complexity