The insights of complexity science can allow today’s managers to embrace the challenges and uncertainty of the twenty-first century, and successfully oversee organizational change and development. Elizabeth McMillan's book brings these ideas into perspective by: outlining the historical relationship between science and organizations reviewing current perspectives on organizational change and best practice citing real-life examples of the use of complexity science ideas discussing issues which may arise when using ideas from complexity. Written in an accessible style to bridge the gap from scientific theory to commercial applicability, this text shows how organizations can become more effective, democratic and sustainable through complexity science.
Author(s): Elizab McMillan
Edition: 1
Year: 2008
Language: English
Pages: 256
Book Cover......Page 1
Title......Page 4
Copyright......Page 5
Contents......Page 8
Illustrations......Page 10
Preface......Page 12
Acknowledgements......Page 13
1 Introduction......Page 14
2 The clockwork manager – alive and well?......Page 27
3 Complexity science: understanding the science......Page 58
4 Change and the dynamics of change: thinking differently......Page 87
5 Complexity in practice: doing things differently......Page 114
6 Complexity in action: a case study of the Open University......Page 157
7 Self-organizing change dynamics......Page 185
8 Essential principles for introducing a complexity-based change process......Page 195
9 Innovation and changing: Models for experimentation and adaptation......Page 205
10 New perspectives, opportunities for innovation......Page 231
Appendix 1......Page 242
Appendix 2......Page 243
Appendix 3......Page 245
Bibliography......Page 247
Index......Page 252
