Some error occured while loading the Quick View. Please close the Quick View and try reloading the page.
In introducing this first volume of a series exploring issues in managing complexity, Richardson (Institute for the Study of Coherence and Emergence) contends that no one has yet developed a reliable skill set for learning from the noise of complex systems.
Series Introduction; Michael Lissack and Kurt Richardson
Volume Introduction; Kurt Richardson
Section I. Philosophy.
Section Introduction; Kurt Richardson
Chapter 1. Knowing Complex Systems; Paul Cilliers
Chapter 2. "To Be or Not to Be? That Is [Not] the Question": Complexity Theory and the Need for Critical Thinking; Kurt Richardson
Chapter 3. How Can We Think the Complex? Carlos Gershenson and Francis Heylighan
Chapter 4. Emergence, Creative Process, and Self-Transcending Constructions; Jeffrey Goldstein
Chapter 5. Causality in Organized Complexity: The Role of Management; Stanley Salthe
Section II. Organizational Theory.
Section Introduction; Kurt Richardson
Chapter 6. From Excellence to Emergence: The Evolution of Management Thinking and the Influence of Complexity; Buck Lawrimore
Chapter 7. Unresolved Issues in Process-Centric Business Analysis: A Cathartic Role for Complexity; James Falconer
Chapter 8. The Use of Bytes to Analyse Complex Organisations; Shann Turnbull
Chapter 9. Chaos Principles of Forecasting; Hong Liu
Chapter 10. Dealing with Complexity in Organizational Control Processes: Drawing Lessons from the Human Brain; Rajaram Veliyath and K. Sathian
Chapter 11. Theory of Integral Complex Organization; Ronald Murray
Chapter 12. Self-Reproduction of the Enterprise: Von Neumann's Model Applied; Pavel Luksha
Chapter 13. Predicting the Human Weather: How Differentiation and Contextual Complexity Affect Behavior Prediction; Robert Jones and Gowri Parameswaran
Chapter 14. The Observation, Inquiry, and Measurement Challenges Surfaced by Complexity Theory; Eric Dent
Chapter 15. An Intersubjective Measure of Complexity Grounds: A New Approach to the Study of Organizational Complexity; Mihnea Moldoveanu
Chapter 16. Storytelling and the Complex Epistemology of Organizations; Ken Baskin
Chapter 17. Advancing Complexity Theory into the Human Domain; Barbara Simpson
Chapter 18. Ancient Insights into the Modern Organization; Julie Richardson
Chapter 19. Imagining Complex Partnerships; Will Medd
Chapter 20. Machines or Gardens... Or Both? Patrick Connor and Carole Napolitano
Chapter 21. The Improvised-Orchestration Model of Organizational Evolution; Tadahiko Kawai
Chapter 22. Parameters for Sustained Orderly Growth in Learning Organizations; James Horn
Chapter 23. A Complexity-Based Scrutiny of Learning from Organizational Crises; Dawn Gilpin
Section III. Real World Application.
Section Introduction; Kurt Richardson
Chapter 24. The Implications of Complexity for Business Process and Strategy; Peter Allen, Jamie Boulton, Mark Strathern and James Baldwin
Chapter 25. Agent-Based Models to Manage the Complex; Duncan Robertson
Chapter 26. The Coherent Management of Complex Projects and the Potential Role of Group Decision Support Systems; Kurt Richardson, Andrew Tait, Johan Roos and Michael Lissack
Chapter 27. The Complexity of Complex Systems Conferences: Reflexivity and Walking the Talk; Michael Lissack
Chapter 28. Complexity and Spatiality: Regions, Networks and Fluids in Sustainable Water Management; Will Medd and Simon Marvin
Chapter 29. Encouraging Strategic Change by Using Complexity-Based Principles: A Case Study of the Open University, UK; Elizabeth McMillan
Chapter 30. Provoking Chaordic Change in a Dutch Manufacturing Firm; Frans van Eijnatten and Maarten van Galen
Postscript; Andrew Wilson
References.
Index.