ABSTRACT
This chapter draws on the complexity sciences as a helpful analogy for thinking about what happens in organisations. However, there are radical and different implications for taking up the complexity sciences, what Stacey calls the sciences of uncertainty, since to do so radically problematises the kinds of reductive and deterministic assertions. In making the argument that the complexity sciences cannot be directly applied' to organisations. The chapter attempts to turn to the social sciences to explore the similarities and differences between what taking from the complexity sciences and those philosophers and sociologists who have written about complex social phenomena. Drawing out themes which have described above, it is very important for a group of managers undertaking strategy development to pay attention to the way that they themselves are working, and how their power relationships affect what transpires as organisational strategy.
