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Organizational Complexity |
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 /VIEW-IMAGE/$File/view-image.png "Image information"){kind=small} Many people in organisations are frustrated that no matter how hard we try and control our workforce and their actions, that no matter how many rules, procedures and structures we impose, and no matter how many plans we draw up, things still do not happen as we intend. But if we are able to view our organisations as complex evolving systems we can see them for what they really are - vibrant communities and we can set about releasing a powerful force - the imagination and ingenuity of our people which is our true competitive advantage.For two good introductions to "complexity" see: Introduction to the Basic Concepts of Complexity Science 
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Trojan Mice
Blog Post  Clocks and cloudsPosted to Gurteen Knowledge-Log by David Gurteen on 23 December 2010 There are no solutions to anything. We don't solve problems we respond to them.Posted to Gurteen Knowledge-Log by David Gurteen on 23 July 2012 Explore the range of possibilities then experimentally evolvePosted to Gurteen Knowledge-Log by David Gurteen on 19 September 2012 Book  Changing Conversations in Organizations (2002) by Patricia Shaw  A Complexity Approach to Change (Complexity and Emergence in Organisations) Organizational Survival in the New World by Alex Bennet , David Bennet The Intelligent Complex Adaptive System Category  Organizational Complexity [12 items]Link Cognitive EdgeDave Snowden's Cognitive-Edge Organization (formerly the Cynefin Centre) Cognitive Edge Newsletter: Fragments Trojan MiceUnderstanding complex adaptive systems Person  Dave Snowden Founder & Chief Scientific Officer - Cognitive Edge Ralph Stacey Professor of Management & Director of the Complexity & Management Centre at the Business School of the University of Hertfordshire, UK
Quotation  On the idealistic verses naturalistic approach to business by Dave Snowden Founder & Chief Scientific Officer - Cognitive Edge
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