The Institute had explored the behavior of a great variety of complex systems - corporations in the marketplace, neurons in the human brain, enzyme cascades within a single cell, the group behavior of migratory birds - systems so complex that it had not been possible to study them before the advent of the computer. The research was new, and the findings were surprising.

It did not take long before the scientists began to notice that complex systems showed certain common behaviors. They started to think of these behaviors as characteristic of all complex systems. They realized that these behaviors could not be explained by analyzing the components of the systems. The time-honored scientific approach of reductionism - taking the watch apart to see how it worked - didn't get you anywhere with complex systems, because the interesting behavior seemed to arise from the spontaneous interaction of the components. The behavior wasn't planned or directed; it just happened. Such behavior was therefore called "self-organizing."

"Of the self-organizing behaviors," Ian Malcolm said, "two are of particular interest to the study of evolution. One is adaptation. We see it everywhere. Corporations adapt to the marketplace, brain cells adapt to signal traffic, the immune system adapts to infection, animals adapt to their food supply. We have come to think that the ability to adapt is characteristic of complex systems-and may be one reason why evolution seems to lead toward more complex organisms."

He shifted at the podium, transferring his weight onto his cane. "But even more important," he said, "is the way complex systems seem to strike a balance between the need for order and the imperative to change. Complex systems tend to locate themselves at a place we call 'the edge of chaos.'We imagine the edge of chaos as a place where there is enough innovation to keep a living system vibrant, and enough stability to keep it from collapsing into anarchy.