This book interprets insights from the complexity sciences to explore
seven types of complexity better to understand the predictable
unpredictability of social life. Drawing on the natural and social
sciences, it describes how complexity models are helpful but
insufficient for our understanding of complex reality.
Taking an interdisciplinary approach, the book develops a complex theory
of action more consistent with our experience that our plans inevitably
lead to unexpected outcomes, explains why we are both individuals and
thoroughly social, and gives an account of why, no matter how clear our
message, we may still be misunderstood. The book investigates what forms
of knowledge are most helpful for thinking about complex experience,
reflects on the way we exercise authority (leadership) and thinks
through the ethical implications of trying to co-operate in a complex
world. Taking complexity seriously poses a radical challenge to more
orthodox theories of managing and leading, based as they are on
assumptions of predictability, control and universality. The author
argues that management is an improvisational practice which takes place
in groups in a particular context at a particular time. Managers can
influence but never control an uncontrollable world. To become more
skilful in complex group dynamics involves taking into account multiple
points of view and acknowledging not knowing, ambivalence and doubt.
This book will be of interest to researchers, professionals, academics
and students in the fields of business and management, especially those
interested in how taking complexity seriously can influence the
functioning of businesses and organizations and how they manage and
lead.
