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.
Table of Contents
1. Introduction 2. Stopping the Clockwork Manager 3. Complexity Science: the Basics 4. Change and the Dynamics of Change: Thinking Differently 5. Complexity in Practice: Doing Things Differently 6. Complexity in Action – a Case Study of the Open University 7. Self Organizing Change Dynamics 8. Essential Principles for Introducing a Complexity based Change Process 9. Environment, Ethos, Values and Behaviours 10. Innovating and Changing: Models for Experimentation and Adaption 11. New Perspectives, Future Possibilities.
Elizabeth McMillan is a Senior Research Fellow at the Open University, and an experienced consultant with extensive management experience. She is a Co-founder and Director of the UK Complexity Society, and a Fellow of the Chartered Institute of Personnel and Development.