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dc.contributor.authorStacey, Ralph
dc.contributor.authorGriffin, Doug
dc.contributor.authorShaw, Patricia
dc.date.accessioned2014-01-23T10:30:27Z
dc.date.available2014-01-23T10:30:27Z
dc.date.issued1998-08
dc.identifier.citationStacey , R , Griffin , D & Shaw , P 1998 , ' Speaking of Complexity in Management Theory and Practice ' , Organization , vol. 5 , no. 3 , pp. 315-339 . https://doi.org/10.1177/135050849853002
dc.identifier.issn1461-7323
dc.identifier.otherPURE: 546617
dc.identifier.otherPURE UUID: 8c001748-be05-4533-9412-c05ab580feea
dc.identifier.otherScopus: 0343557324
dc.identifier.urihttp://hdl.handle.net/2299/12636
dc.description.abstractThis paper describes a complexity perspective on organizational life by drawing on three distinctive sources. First, we describe the way different natural scientists talk of their work in simulating complex dynamical systems. Second, we listen to the contribution of social scientists in describing the dynamics of human interaction and third, we describe group analytic practice as it illuminates the emotional, prelinguistic processes at work in the group matrix. We argue that together these insights allow us to speak of the nature of self-organization in human systems in a way that emphasizes inter subjectivity, emergence and de-centred agency in contrast to the dominant voice in much management thinking which emphasizes objectivity, control and individual agency. We then relate how the complexity perspective we describe informs our approach to organizational consulting in which we participate in networks of self-organizing everyday conversation whereby the patterned structure of organizational activity is paradoxically both sustained and changeden
dc.language.isoeng
dc.relation.ispartofOrganization
dc.titleSpeaking of Complexity in Management Theory and Practiceen
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.description.statusPeer reviewed
dc.relation.schoolHertfordshire Business School
dcterms.dateAccepted1998-08
rioxxterms.versionofrecordhttps://doi.org/10.1177/135050849853002
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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