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Organizations as Complex Systems - Social Cybernetics and Knowledge in Theory and Practice (Hardcover, illustrated Edition)
Loot Price: R3,577
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Organizations as Complex Systems - Social Cybernetics and Knowledge in Theory and Practice (Hardcover, illustrated Edition)
Series: ISCE Book Series - Managing the Complex
Expected to ship within 10 - 15 working days
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Managing the Complex is an ambitious title - and it would be an
audacious one if we were not to begin with a frank admission: to
date few to none of us have a skill set which includes managing the
complex. We try various things, we write about others, and we
wonder about still others. When a tool, perspective, or technique
comes along which seems to evoke success, we emulate it probe it
and recoil at the all too often admission that it was situation and
context which afforded success its opportunity, and not some
quality intrinsic to the tool perspective or technique. Indeed, if
the study of complexity has done anything for managers, and for
those who espouse managerial theory, it is in providing a
'scientific foundation' for the notion that context matters. Those
who preach abstract ideas have then to reconcile themselves to the
notion that situation and embodiment matters. Those who believe in
strong causality and determinism are left to wrestle with the role
of chance, uncertainty, and chaos. Those who prefer to argue that
men move history are confronted with the role of environment and
affordances, while those who argue the reverse are left to contend
with charisma, irrationality of crowds, and the strange qualities
we know as emotions.A series on complex systems has less ambitious
goals to contend with than this. Such a series can deal with
classifications, and categories, and speak of 'noise' as if it were
not the central focus of the problem. Managing the complex is about
managing 'noise' or perhaps we should say it is about 'dealing
with' 'accepting' 'making room for' and 'learning from' 'noise'.
The articles in this volume and in volumes to come will each be
considered as 'noise' by some and as 'gems' by others, but we hope
that practicing managers and academics alike will find plenty of
fuel to drive their personal explorations into understanding, and
perhaps even managing, the complex.
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