A large health-care organization falls into quadrant 3 of the organizational leadership matrix. The organization has a history of being linear in philosophy with a senior leader (CEO) who is congruent with that hierarchical approach. It is also apparent that the CEO likes to work with his team and values its contributions. The chief nursing officer and most of the midlevel nursing directors and other discipline managers embrace many of the concepts of complexity leadership and employ these within their areas of supervision. Using concepts of complex adaptive systems, how might this group move the organization toward and finally into quadrant 4?