LEADER 05690oam 2201009I 450 001 9910679520103321 005 20230422042412.0 010 $a0-203-18468-8 010 $a1-280-35461-5 010 $a1-134-53897-9 010 $a0-203-19015-7 024 7 $a10.4324/9780203184684 035 $a(CKB)111056485547536 035 $a(EBL)164926 035 $a(OCoLC)56916165 035 $a(SSID)ssj0000079341 035 $a(PQKBManifestationID)11110386 035 $a(PQKBTitleCode)TC0000079341 035 $a(PQKBWorkID)10068283 035 $a(PQKB)11246939 035 $a(MiAaPQ)EBC164926 035 $a(EXLCZ)99111056485547536 100 $a20180706d2000 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aComplexity and management $efad or radical challenge to systems thinking? /$fRalph D. Stacey, Douglas Griffin and Patricia Shaw 210 1$aLondon ;$aNew York :$cRoutledge,$d2000. 215 $a1 online resource (241 p.) 225 0 $aComplexity and emergence in organizations Complexity and management 300 $aDescription based upon print version of record. 311 $a0-415-24761-6 311 $a0-415-24760-8 320 $aIncludes bibliographical references (pages [214]-220) and index. 327 $aBook Cover; Title; Contents; Series preface; Introduction: getting things done in organizations; ~Getting things done, anyway~; Ways of thinking; Outline of the book; The age-old question of stability and change; The claims of management complexity writers; Moving toward a knowable future; Human freedom and the scientific method; The importance of Kant's contribution; Conclusion; Moving toward an unknowable future; Chance and adaptation; Alternatives to some of Darwin's views; Darwin and the neo-Darwinian synthesis; Five ways of understanding stability and change; Conclusion 327 $aLimits of systems thinking: focusing on knowable futuresDealing with human participation and freedom; Scientific management: ignoring interaction; Systems thinking: splitting choice and interaction; Conclusion; How the complexity sciences deal with the future; Chaos theory: unfolding an enfolded future; Chaos theory as Formative Teleology; Dissipative structure theory: constructing an unknowable future; Conclusion; Complexity and the emergence of novelty; Review of the management complexity writers' claim; Conclusion: the challenge; Differing views on complexity in organizations 327 $aComplexity and the dynamics of industries: limits to control and the origins of noveltyMarion's analysis of causality in complex systems; Complexity and the dynamics of organizations: sustaining the illusion of control; Conclusion; Complexity and human action; Human action in the dominant management discourse: focusing on the individual; Human action in complexity: retaining the individual focus; Transformation and human action: focusing on relationship and participation; Conclusion; Getting things done in organizations: from systems to complex responsive processes 327 $aKey elements of our projectThe books in this series; Appendix 1: The origins of Western notions of causality; Appendix 2: Complexity sciences as sources of analogy; Appendix 3: The movement of our thought; Bibliography; Index 330 $aComplexity theory is generating increasing interest amongst strategic thinkers. This fascinating book covers issues such as predictability, creativity and relationships as it considers how complexity, and its central principles of emergence and self-organization, are being used to understand organizations. The book:introduces the variety of views put forward by different writers on complexity and management outlines and critiques the way that complexity theory is frequently interpreted purely in the context of systems thinkingdraws a new perspective on using co 606 $aComplex organizations 606 $aComplexity (Philosophy) 606 $aIndustrial management 606 $aInterorganizational relations 606 $aOrganizational change 606 $aOrganizational effectiveness 606 $aSystem analysis 606 $aOrganizational effectiveness$xManagement 606 $aComplex organizations 606 $aInterorganizational relations 606 $aOrganizational change 606 $aSystem analysis 606 $aComplexity (Philosophy) 606 $aIndustrial management 606 $aManagement$2HILCC 606 $aBusiness & Economics$2HILCC 606 $aManagement Styles & Communication$2HILCC 615 4$aComplex organizations. 615 4$aComplexity (Philosophy). 615 4$aIndustrial management. 615 4$aInterorganizational relations. 615 4$aOrganizational change. 615 4$aOrganizational effectiveness. 615 4$aSystem analysis. 615 0$aOrganizational effectiveness$xManagement 615 0$aComplex organizations 615 0$aInterorganizational relations 615 0$aOrganizational change 615 0$aSystem analysis 615 0$aComplexity (Philosophy) 615 0$aIndustrial management 615 7$aManagement 615 7$aBusiness & Economics 615 7$aManagement Styles & Communication 676 $a302.35 676 $a658.4 686 $a85.08$2bcl 700 $aStacey$b Ralph D.$0116479 701 $aGriffin$b Douglas$f1946-$0923268 701 $aShaw$b Patricia$f1953-$01014000 801 0$bFlBoTFG 801 1$bFlBoTFG 906 $aBOOK 912 $a9910679520103321 996 $aComplexity and management$92360852 997 $aUNINA