Adventures in Complexity : For Organisations Near the Edge of Chaos

In the current unpredictable climate many organisations may consider themselves 'near the edge of chaos'. Yet most will not realise that this is where the greatest potential for success lies. In this engaging and thought-provoking book, Lesley Kuhn provides an excellent foundation from which to apply complexity concepts and metaphors to organisations. She reveals why the edge of chaos is an inspiration; why the butterfly effect is significant; why we should look for patterns in the content of informal and formal conversations; what are the attractors that motivate us in our work, and much more. Through practical examples and analysis of seven organisations, from a not-for-profit to a large pharmaceutical company, we are taken on an adventure in the use of this sophisticated way of thinking, and shown how to evaluate what influences the health of an organisation and the emergence of future sustainable practice. Complexity offers a fresh lens through which to view the 'life' of organisations, described by Kuhn as 'collectives of human activity'. We are given a new perspective on organisational processes and practices, a way to change how we engage at both a local and global level. This is vital if we are not to repeat the mistakes that have led to the present, potentially catastrophic, situation. A complexity approach removes simplistic hopes of an ordered and controllable existence where, if only we had the right 'keys' or 'tools', we would be able to fashion a successful organisation. This book introduces the principles of complexity theory through discussion of those concepts that are most useful in understanding organisational life. A complexity approach removes simplistic hopes of an ordered and controllable existence where, if only we had the right 'keys' or 'tools', we would be able to fashion a successful organisation. Instead, it offers a way to identify underlying patterns of order and indicators for influencing future sustainable practice; it shows how simple recurrent rules result in complex behaviour and that 'influential interventions' do not take a neat cause-and-effect path but may generate unexpected outcomes. In this engaging and thought-provoking book, Lesley Kuhn introduces the principles of complexity theory in a clear, concise and accessible way through discussion of those concepts and metaphors that are most useful in understanding organisational life. This provides an excellent foundation from which to apply these principles to organisations and much of the book is dedicated to complexity in practice. Through case studies and practical examples of a complexity style analysis of seven organisations, from a not-for-profit to a large pharmaceutical company, we are taken on an adventure in the use of this sophisticated way of thinking, and shown how to evaluate what influences the health of an organisation and the emergence of future sustainable practice. There is further guidance in how to use complexity - a list of the type of questions that are useful as a starting point for an inquiry, and an action list for managers or leaders who want to enhance organisational opportunities. For leaders, managers, and everyone who works in or for an organisation, here at last is a straightforward and immediately practical way of applying what may seem like a complicated theory. For academics, researchers and students who may be theorising in a vacuum, this is a much-needed book to show how complexity theory can be translated into the workplace. "Complexity" offers a fresh lens through which to view the 'life' of organisations, described by Kuhn as 'collectives of human activity'. She gives a new perspective on organisational processes and practices, a way to change how we engage at both a local and global level. This is vital if we are not to repeat the mistakes, driven in part by current standard organisational practice, that have led to the present, potentially catastrophic, situation The focus of Adventures in Complexity is not so much organisations as the 'life of organisations'. Author Lesley Kuhn sees organisations as 'collectives of human activity' and here describes how complexity theory can be applied in and to organisations. Complexity theory acknowledges that people are self-organising, dynamic and emergent beings who are capable of discerning thoughtfulness and innovative responses to change both within and between organisations. It argues that sustainability is best served by tapping into this entire pool of potential. It embraces uncertainty and change. It uses terms like non-equilibrium and turbulence to show that, when systems reach 'the edge of chaos', they are most likely to exhibit creative, innovative responses and new patterns and structures are most likely to emerge. In the current unpredictable climate many organisations may consider themselves 'near the edge of chaos'. Yet most will not realise that this is where the greatest potential for success lies. Lesley Kuhn introduces the principles of complexity theory in a clear, concise and accessible way through discussion of those concepts and metaphors that are most useful in understanding organisational life. This provides an excellent foundation from which to apply these principles to organisations and much of the book is dedicated to complexity in practice