The operating room (OR) management literature tends to view management problems as having finite solutions and assumes that equilibrium exists in the intricate encounters that occur every day. In this article, we review complexity theory and assess its applicability to the strategic, tactical, and operational issues facing OR managers. By building on complexity theory and its assumptions, we also show that as complex systems, ORs resemble high-reliability organizations more than they resemble ultra-safe organizations. This distinction and the limitations of the current, linear modeling may have potential implications for the future of OR management research and practice. Opening the door to complexity, understanding the underpinnings of high-reliability organizations, and admitting that OR systems are complex adaptive systems, will lead to self-governing, transparent processes that envision the OR as a living, growing, sustainable human endeavor.