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The book describes what it means to say the world is complex and
explores what that means for managers, policy makers and
individuals. The first part of the book is about the theory and
ideas of complexity. This is explained in a way that is thorough
but not mathematical. It compares differing approaches, and also
provides a historical perspective, showing how such thinking has
been around since the beginning of civilisation. It emphasises the
difference between a complexity worldview and the dominant
mechanical worldview that underpins much of current management
practice. It defines the complexity worldview as recognising the
world is interconnected, shaped by history and the particularities
of context. The comparison of the differing approaches to modelling
complexity is unique in its depth and accessibility. The second
part of the book uses this lens of complexity to explore issues in
the fields of management, strategy, economics, and international
development. It also explores how to facilitate others to recognise
the implications of adopting a complex rather than a mechanical
worldview and suggests methods of research to explore systemic,
path-dependent emergent aspects of situations. The authors of this
book span both science and management, academia and practice, thus
the explanations of science are authoritative and yet the examples
of changing how you live and work in the world are real and
accessible. The aim of the book is to bring alive what complexity
is all about and to illustrate the importance of loosening the grip
of a modernist worldview with its hope for prediction, certainty
and control.
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