Managing Organizational Complexity
Philosophy, Theory and Application
Will be published approx. on 1. March 2005
Book
Paperback/Softback
592 pages
978-1-59311-318-6 (ISBN)
Description
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.
More details
Series
Language
English
Place of publication
Charlotte
United States
Publishing group
Emerald Publishing Inc
Target group
Professional and scholarly
Dimensions
Height: 234 mm
Width: 156 mm
Thickness: 32 mm
Weight
886 gr
ISBN-13
978-1-59311-318-6 (9781593113186)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Content
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.
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.