This paper examines the way in which complex systems evolve in humanitarian emergencies. Drawing on examples from the authors' "on the ground" experience at different stages of the refugee crisis in Greece in September 2015- March 2016, it explores how ideas from complexity theory, tight-fit versus loose-fit models and leadership styles can hinder or help in the production and resolution of problems. It argues that an approach that favours emergent interventions based on response to feedback, attendance to the maxim "do no harm" and attention to complexity is more fitting in unpredictable humanitarian crisis scenarios than an approach that imposes structural solutions.
|Pages (from-to)||187 - 199|
|Number of pages||20|
|Journal||Human Systems: The Journal of Therapy, Consultation and Training|
|Publication status||Published - 1 Mar 2016|