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A major challenge confronting contemporary theory is to overcome its fixation on written narratives and the culture of print. In this presentation of a general theory of systems, Germany's most prominent and controversial social thinker sets out a contribution to sociology that reworks our understanding of meaning and communication. Luhmann concedes that there is no longer a binding representation of society within society, but refuses to describe this situation as a loss of legitimation or a crisis of representation. Instead, he proposes that we search for new ways of coping with the enforced selectivity that marks any self-description under the conditions of functionally differentiated modern society. For Luhmann, the end of metanarratives does not mean the end of theory, but a challenge to theory, an invitation to open itself to theoretical developments in a number of disciplines that, for quite some time, have been successfully working with cybernetic models that no longer require the fiction of the external observer. Social Systems provides the foundation for a theory of modern society that would be congruent with this new understanding of the world. One of the most important contributions to social theory of recent decades, it has implications for many disciplines beyond sociology.

Translated into English for the first time, Luhmann's modern classic, Organization and Decision, explores how organizations work; how they should be designed, steered, and controlled; and how they order and structure society. Luhmann argues that organization is order, yet indeterminate. In this book, he shows how this paradox enables organizations to embed themselves within society without losing autonomy. In developing his autopoietic perspective on organizations, Luhmann applies his general theory of social systems by conceptualizing organizations as self reproducing systems of decision communications. His innovative and interdisciplinary approach to the material (spanning organization studies, management and sociology) is integral to any study of organizations. This new translation, edited by one of the world's leading experts on Luhmann, enables researchers and graduate students across the English-speaking world to access Luhmann's ideas more readily.

Dirk Baecker erläutert den Unterschied zwischen einem heroischen, auf Eindeutigkeit zielenden und einem postheroischen, mit verteilten Strukturen rechnenden Führungsverständnis. Erich Gutenbergs Begründung der Betriebswirtschaftslehre wird als Beispiel für eine Abstraktion diskutiert, die Management und Führung in der Organisation beherrschen müssen, um sie fallweise und zielführend aufheben zu können. Das Management dosiert die Unterwerfung des Betriebs unter die Anforderungen der Wirtschaft, die Führung die Unterwerfung des Betriebs unter die Anforderungen der Gesellschaft. Beides sind Moderationstechniken, die mit den robusten Eigenstrukturen der Organisation rechnen müssen. Als Beispiel für solche Eigenstrukturen wird die fraktale Größe von Gruppen diskutiert, die an verschiedenen Typen von Organisationen nachgewiesen werden konnten. Der Beitrag plädiert für eine interdisziplinäre Organisationsforschung, um einem nicht trivialen Verständnis von Führung näherzukommen.

Sociology has long sought to find out how acting in a situation and observing that situation may differ and nevertheless belong to a single kind of social operation. George Spencer-Brown's "Laws of Form" (1969) provides one way to conceive of such an operation. The present book is the first to make sociological use of his mathematical calculus of form, which has been extensively applied to cybernetics, systems theory, cognitive science, and mathematics.
Spencer-Brown's theory states that any action or communication is always an operation that makes a distinction. Not only does this operation take place, but it can be observed as indicating what it is interested in, and as leaving unmarked what it is not. Distinctions thereby entail a logic of inclusion and exclusion that is subject to social debate and conflict. In social situations there is no action that does not at the same time execute, maintain, or cross a distinction.
Thus the observer is part of the situation he or she observes. The essays in this volume use this idea to describe different social "forms" as consisting of action observed by further action. A "form" here is understood to be the two sides of a distinction and its dividing line, taken together. All social action, therefore, consists of three values: marked side, unmarked side, and an operation separating the two. If one watches the third value, one ends up observing the observer drawing the distinction--an observer who, of course, may be oneself.
In this collection, more general essays study the consequences of such an understanding of form for our conceptions of literature, paradox, sign, play, and language. Other essays focus on the observations necessary to construct such forms as money, the university, the state, a career, or sickness. All the essays share an interest in problems ensuing from the fact that though one can observe the form of a distinction and become aware of its arbitrary, contingent, and discriminatory nature, one nevertheless, when trying to act or communicate, must choose a distinction. The essays show how social situations deftly veil the arbitrariness of the distinctions that constitute their forms.

Translated into English for the first time, Luhmann's modern classic, Organization and Decision, explores how organizations work; how they should be designed, steered, and controlled; and how they order and structure society. Luhmann argues that organization is order, yet indeterminate. In this book, he shows how this paradox enables organizations to embed themselves within society without losing autonomy. In developing his autopoietic perspective on organizations, Luhmann applies his general theory of social systems by conceptualizing organizations as self reproducing systems of decision communications. His innovative and interdisciplinary approach to the material (spanning organization studies, management and sociology) is integral to any study of organizations. This new translation, edited by one of the world's leading experts on Luhmann, enables researchers and graduate students across the English-speaking world to access Luhmann's ideas more readily.

Sociology has long sought to find out how acting in a situation and observing that situation may differ and nevertheless belong to a single kind of social operation. George Spencer-Brown's "Laws of Form" (1969) provides one way to conceive of such an operation. The present book is the first to make sociological use of his mathematical calculus of form, which has been extensively applied to cybernetics, systems theory, cognitive science, and mathematics.
Spencer-Brown's theory states that any action or communication is always an operation that makes a distinction. Not only does this operation take place, but it can be observed as indicating what it is interested in, and as leaving unmarked what it is not. Distinctions thereby entail a logic of inclusion and exclusion that is subject to social debate and conflict. In social situations there is no action that does not at the same time execute, maintain, or cross a distinction.
Thus the observer is part of the situation he or she observes. The essays in this volume use this idea to describe different social "forms" as consisting of action observed by further action. A "form" here is understood to be the two sides of a distinction and its dividing line, taken together. All social action, therefore, consists of three values: marked side, unmarked side, and an operation separating the two. If one watches the third value, one ends up observing the observer drawing the distinction--an observer who, of course, may be oneself.
In this collection, more general essays study the consequences of such an understanding of form for our conceptions of literature, paradox, sign, play, and language. Other essays focus on the observations necessary to construct such forms as money, the university, the state, a career, or sickness. All the essays share an interest in problems ensuing from the fact that though one can observe the form of a distinction and become aware of its arbitrary, contingent, and discriminatory nature, one nevertheless, when trying to act or communicate, must choose a distinction. The essays show how social situations deftly veil the arbitrariness of the distinctions that constitute their forms.

Die Autoren untersuchen, wie die Regeln des Managements in Organisationen aussehen, deren Strategien, Routinen und Ressourcen laufend auf dem Prufstand stehen, mit welcher Semantik sie formuliert, wie sie durchgesetzt und abgesichert werden."

Die Autoren beschreiben die Strukturebenen der Organisation, denen diese ihr Uberleben und daruber hinaus ihr erfolgreiches Operieren verdankt. Mit Blick auf betriebswirtschaftliche Fragestellungen betrachten sie die Organisation als historisches, soziales und nichttriviales System, das weder in seiner Technologie oder in seinem Personal noch in seinem Kapital oder in seinen Geschaftsideen aufgeht, sondern diese Ebenen zu einer eigenwilligen und eigendynamischen Struktur kombiniert."

This book brings together international experts on the application of Niklas Luhmann's theory of society as autopoietic communication. Luhmann's sociological systems theory is counter-intuitive and in its detached coolness difficult for many to understand and accept. Naturally they ask: is it really worth the trouble to learn? This book demonstrates what this combination of systems theory, Batesonian information theory, von Foerster's second-order cybernetics, Maturana and Varela's autopoiesis and Husserl's phenomenology can offer. The book is produced in cooperation with the Sociocybernetic Group and Copenhagen Business School.