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Complexity and Organizational Reality

4.33  ·  Rating details ·  21 ratings  ·  3 reviews

Approaches to leadership and management are still dominated by prescriptions – usually claimed as scientific – for top executives to choose the future direction of their organization. The global financial recession and the collapse of investment capitalism (surely not planned by anyone) make it quite clear that top executives are simply not able to choose future directions

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Hardcover, 264 pages
Published (first published December 16th 2009)
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4.33  · 
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 ·  21 ratings  ·  3 reviews


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Ralph  van Roosmalen
Jul 17, 2017 rated it liked it
Very interesting book but very hard to read. It is complicated and I lack the pragmatic view. "Great ideas and theory, but how does it help me?"
Sebastian
Nov 11, 2011 rated it it was amazing
"Dit boek geeft een interessante kijk ook in de tijd gezien hoe om te gaan met besluitvorming in complexe omgevingen. De voorspellende waarde neemt af en toch wil je sturing geven aan de organisatie en de voorspellende waarde van besluitvorming zoveel mogelijk borgen. "
Jurgen Appelo
Amazing thinking. A bit hard to read, but worth it.
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“In a linear world of equilibrium and predictability, the sparse research into an evidence base for management prescriptions and the confused findings it produces would be a sign of incompetence; it would not make much sense. Nevertheless, if organizations are actually patterns of nonlinear interaction between people; if small changes could produce widespread major consequences; if local interaction produces emergent global pattern; then it will not be possible to provide a reliable evidence base. In such a world, it makes no sense to conduct studies looking for simple causal relationships between an action and an outcome. I suggest that the story of the last few years strongly indicates that human action is nonlinear, that time and place matter a great deal, and that since this precludes simple evidence bases we do need to rethink the nature of organizations and the roles of managers and leaders in them.” 0 likes
“From the dominant perspective, organizational continuity and change is the realization of the choices of powerful people. From a complex responsive processes perspective organizational continuity and change emerge in many, many local interactions as patterns across population which no one planned or intended. Outcomes emerge in the interplay of everyone’s plans and intentions and no one can control the interplay.” 0 likes
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