The crisis of our time is very much a crisis of knowledge. There is no easy way of “solving” the crisis. “Solving” the crisis demands for a real shift of mind, implying new ways of thinking and knowing about what is the real. The most important task of today, therefore, is to see and to open up a new world: a world of the possible, with its hitherto uncharted and unexplored complexity territory. For the sake of mastering complexity, understanding real complexity is urgently needed. The problem of complexity for organizations is the way organizations and companies attempt to respond to complexity. To confront and master complexity, the focus should be on the conditions of possibility, hitherto unknown. These conditions are about the possibility of triggering self-generative, self-organizing processes with potential nonlinear effects within dynamic, hyperconnected networks. These effects can be generated by the process of amplifying changes within these networks. This amplifying is about the amplifying of learning, of thinking, and of knowing. In practice, this means that new thinking in complexity is urgently needed to master the complexity involved. This approach is compared with the recent approaches advocated by big firms and companies in their embracing of complexity. This chapter shows how they are unable to discover and explore the very potential of complexity for their own Complex Organization (CO). They are very much in need to master complexity for the sake of fostering creativity, novelty, and innovation in their own organizations.