The party predicament Republicans gathered at their late April spring meetings in Hollywood Florida could be forgiven for thinking they were on a soundstage in the other Hollywood. “Nice political party you got here,” their presidential front-runner has been telling them, loud enough for the world to eavesdrop. “It would be a shame if something […]
This article is an attempt to explore the implications of the emerging science of complexity for the management of organizations. It is not intended as an introduction to complexity thinking, but rather an attempt to consider how thinking ‘complexly’ might affect the way in which managers do their jobs. This is achieved in a rather abstract way with some theory, but I hope the general message that there is no one way to manage comes through loud and clear, and that management is as much an art as it is a science. In a sense complexity thinking is about limits, limits to what we can know about our organizations. And if there are limits to what we can know, then there are limits to what we can achieve in a pre-determined, planned way.