How ICT is mostly complicated, while Enterprise Architecture mostly is complex:

Ever noticed that the word 'complex' is increasingly popular with certain groups of professionals such as IT Managers and technical (ICT) architects? Lately you can even read about the need for organizations to 'get a grip on complexity' and this sounds tempting to the rational mind, but is not a very logical statement when the use of the word 'complex' is intended in its true, scientific meaning.

Many things are simple. That is true when the relationship between (a) cause and (an) effect are obvious to all of us (when it rains things get wet). Then there are less obvious; complicated matters. Experts know which cause(s) lead to a specific effect (a computer system delivering the right data at the right moment and place). And then we have the complex: the causes of 'emergent' results can really only be established in retrospect. After that we enter the realm of chaos where no relationship what so ever can be established between cause(s) and effect(s).

Even though simple ≠ complicated ≠ complex ≠ chaos, in publications, seminars, trainings etc. the correct term 'complicated' is more often then not wrongfully or erroneously replaced by the term 'complex'. A handy way of distinguishing between the two is this: complicated can be duplicated which will have, when exactly done, the very same effect (building a spacecraft and getting it to Mars) while complex can not be duplicated with the same effect (raising a child).

With two frameworks I will try to both explain the distinction between, as well as the pervasive mix-up of, complicated and complex.

Above you see the Stacey Matrix, which shows the practical complications that projects may deal with. Within ICT the majority of projects and even ICT organizations remain within the complicated realm, mostly due to the technology focus. Only when both complicated technology as well as a complicated social and/or political environment are involved, matters become complex. This is mostly true for Enterprises (total organizations and their relations plus environment plus ICT).

The Cynefin framework clarifies the distinction between complicated and complex even better as it also illustrates the different approaches required to address the specific circumstances within either simple, complicated, complex or even chaotic environments.

N.B. To do just to the Cynefin framework and (as a way to) a better understanding of real complexity please have a look at below presentation by Keith De La Rue: