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Ralph D. Stacey’s Followers (12)
Ralph D. Stacey
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Strategic Management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking About Organisations
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published
1993
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21 editions
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Complex Responsive Processes in Organizations: Learning and Knowledge Creation
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published
2001
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16 editions
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Complexity and Organizational Reality
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published
2009
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14 editions
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Tools and Techniques of Leadership and Management: Meeting the Challenge of Complexity
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published
2012
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15 editions
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Managing the Unknowable
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published
1992
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6 editions
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Complexity and Management (Complexity Inorganisations)
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published
2000
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12 editions
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Complexity and Creativity in Organizations
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published
1996
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4 editions
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Complexity and the Experience of Managing in Public Sector Organizations
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published
2005
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11 editions
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Complexity and Group Processes: A Radically Social Understanding of Individuals
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published
2003
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12 editions
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A Complexity Perspective on Researching Organisations: Taking Experience Seriously
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published
2005
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10 editions
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“There are ideologies of control lying behind the insistence on the need for instrumentally rational tools and techniques. In reflecting these ideologies, some believe that without the tools and techniques organizations would not be able to produce success; indeed, they would be ungovernable. Others believe that without the tools and techniques it would be impossible to improve the human condition or take action to sustain the planet. There is a very powerful belief that ‘we’ must be able to improve whole organizations intentionally. For some, these beliefs are impervious to reason, perhaps because it is too disappointing to accept the humbler realization that success and failure, sustainability and destruction, all emerge across populations through myriad local interactions and all anyone can do is participate as meaningfully and as influentially as possible, acting on practical judgment, in these local interactions.”
― Tools and Techniques of Leadership and Management: Meeting the Challenge of Complexity
― Tools and Techniques of Leadership and Management: Meeting the Challenge of Complexity
“Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command.”
― Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations
― Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations
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