ABSTRACT

In the past decade, complexity-based thinking has exerted an increasing, yet somewhat controversial authority over management theory and practice. This has in some part been due to the influence of a number of high-profile articles and the not inconsiderable hype which has accompanied them. Another feature of the subject’s development has been the diversity of the origins of the thinking and the claims which have been made for it in terms of managerial and organizational implications. Complexity and Organization is the first text to bring this thinking together, presenting some of the most influential writing in the field, showing how the subject has developed and how it continues to influence managerial thinking.

Seminal contributions to the field have been brought together in a single accessible volume, allowing readers to access what might otherwise appear a very diverse body of literature. Moreover, the editors, who represent some of the leading thinkers and writers in this field, have combined these readings with a unique commentary, indicating not only the importance of the papers but teasing out the subtle but significant differences and similarities between them. These commentaries take the form of a discussion between the editors, debating the contribution that each paper has made to the field and the influence it has had on management thinking.

 

part I|126 pages

Chaos theory and dissipative structures: direct applications of complexity thinking

chapter 1|18 pages

David Levy

Chaos Theory and Strategy: Theory, Application, and Managerial Implications

chapter 2|29 pages

Robert MacIntosh and Donald MacLean

Conditioned Emergence: A Dissipative Structures Approach to Transformation

chapter 3|18 pages

Richard T. Pascale

Surfing the Edge of Chaos

chapter 4|27 pages

Ralph Stacey

The Science of Complexity: An Alternative Perspective for Strategic Change Processes

chapter 5|30 pages

Margaret J. Wheatley

Chaos and the Strange Attractor of Meaning

part II|76 pages

Categorizing complexity

chapter 6|28 pages

Peter M. Allen

Evolving Complexity in Social Science

chapter 7|23 pages

Douglas Griffin, Patricia Shaw and Ralph Stacey

Speaking of Complexity in Management Theory and Practice

chapter 8|22 pages

Jeffrey Goldstein

Emergence: A Construct Amid a Thicket of Conceptual Snares

part III|82 pages

Complexity in social settings

chapter 9|27 pages

Robert Chia

From Complexity Science to Complex Thinking: Organization As Simple Location

chapter 10|10 pages

Ralph Stacey

Learning As An Activity of Interdependent People

chapter 11|42 pages

Haridimos Tsoukas and Mary Jo Hatch

Complex Thinking, Complex Practice: The Case for a Narrative Approach to Organizational Complexity