The emergent nature of CAS implies that patterns will surface at all levels of the enterprise, which will be based on the behavior of the agents, as well as the behavior of the system itself, for example, people becoming tense during performance appraisal periods could be a pattern. These patterns can lead to outcomes that are both desirable and not desirable.

An example of an undesirable pattern is that decisions are being made by the HIPPO (short for, highest paid person's opinion). Hence, patterns need to be monitored on a continuous basis, to encourage behaviors that lead to desired outcomes and conversely discourage behaviors that lead to undesirable outcomes.

It is also important to examine patterns that have become mental models, and challenge them, as some may be impediments to change. These patterns, therefore, should be dealt with first before introducing additional changes. Unless the feedback is a one-off, feedback should be consolidated into patterns. Patterns help in understanding the core issue quickly, without getting lost in the details. While details are important, not everyone should see the details or see them at all times. Patterns help in making information more consumable, thereby aiding the speed of communication, as well as knowledge transfer. There are significant implications of CAS modeling for leadership, which will be covered in Chapter 5, Leadership.