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Embracing Complexity: Strategic Perspectives for an Age of Turbulence de Jean G. Boulton

Embracing Complexity: Strategic Perspectives for an Age of Turbulence

Autor Jean G. Boulton, Peter M. Allen, Cliff Bowman
en Limba Engleză Paperback – 30 iul 2015

Remarcăm faptul că liderii contemporani se confruntă cu o problemă fundamentală: utilizarea unor modele de gândire mecaniciste, moștenite din era industrială, pentru a gestiona o lume definită de turbulență și interconectivitate. Embracing Complexity atacă direct această disonanță, oferind un cadru strategic pentru cei care au înțeles că metodele tradiționale de prognoză și control nu mai produc rezultate într-un mediu volatil. Suntem de părere că valoarea acestui tratat rezidă în capacitatea autorilor de a traduce concepte științifice abstracte într-un limbaj accesibil, eliminând barierele matematice care descurajează adesea cititorul interesat de management.

Notăm cu interes modul în care Jean G. Boulton, Peter M. Allen și Cliff Bowman restructurează înțelegerea strategiei. Ei nu propun o simplă metodologie de lucru, ci o schimbare de paradigmă: de la ideea că organizația este o mașinărie care poate fi optimizată, la recunoașterea ei ca sistem viu, modelat de istorie și context. Abordarea diferă de Managing Complexity in Organizations prin faptul că este mai puțin abstractă și mult mai aplicabilă în politici publice și economie, oferind un context istoric solid care demonstrează că gândirea complexității nu este un trend nou, ci o necesitate regăsită de-a lungul civilizației. În timp ce Complexity de Chris Mowles se concentrează pe imprevizibilitatea vieții sociale, lucrarea de față merge un pas mai departe, oferind instrumente de cercetare pentru a explora aspectele emergente ale situațiilor de business. Ritmul este unul analitic, dar onest, demontând iluzia controlului absolut și pregătind managerul pentru o navigare strategică bazată pe adaptabilitate.

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Specificații

ISBN-13: 9780199565269
ISBN-10: 0199565260
Pagini: 280
Dimensiuni: 173 x 233 x 16 mm
Greutate: 0.45 kg
Editura: OUP OXFORD
Colecția OUP Oxford
Locul publicării:Oxford, United Kingdom

De ce să citești această carte

Această carte se adresează managerilor și decidenților politici care simt că planificarea strategică tradițională eșuează în fața realității. Cititorul va câștiga o înțelegere profundă a sistemelor complexe fără a fi nevoie de o pregătire matematică, dobândind capacitatea de a identifica tipare și de a acționa eficient într-un mediu imprevizibil. Este un instrument esențial pentru a trece de la micro-management la guvernarea sistemelor vii.

Despre autor

Echipa de autori reunește expertiza academică de cel mai înalt nivel cu practica de consultanță. Jean G. Boulton este recunoscută pentru aplicarea științelor complexității în strategie și politici sociale. Peter M. Allen, o figură centrală în acest domeniu, a contribuit semnificativ la modelarea sistemelor complexe, fiind și editorul prestigiosului The SAGE Handbook of Complexity and Management. Cliff Bowman aduce perspectiva pragmatică din zona strategiei corporative. Împreună, aceștia reușesc să creeze o punte rară între rigoarea științifică și necesitățile imediate ale lumii afacerilor.

Descriere

The book describes what it means to say the world is complex and explores what that means for managers, policy makers and individuals.The first part of the book is about the theory and ideas of complexity. This is explained in a way that is thorough but not mathematical. It compares differing approaches, and also provides a historical perspective, showing how such thinking has been around since the beginning of civilisation. It emphasises the difference between a complexity worldview and the dominant mechanical worldview that underpins much of current management practice. It defines the complexity worldview as recognising the world is interconnected, shaped by history and the particularities of context. The comparison of the differing approaches to modelling complexity is unique in its depth and accessibility. The second part of the book uses this lens of complexity to explore issues in the fields of management, strategy, economics, and international development. It also explores how to facilitate others to recognise the implications of adopting a complex rather than a mechanical worldview and suggests methods of research to explore systemic, path-dependent emergent aspects of situations. The authors of this book span both science and management, academia and practice, thus the explanations of science are authoritative and yet the examples of changing how you live and work in the world are real and accessible. The aim of the book is to bring alive what complexity is all about and to illustrate the importance of loosening the grip of a modernist worldview with its hope for prediction, certainty and control.

Recenzii

An important contribution to our understanding of complexity science and its relevance for tackling the problems being faced in todays world.
Enjoyable, thought provoking, and insightful. A superb introduction to complexity science for all readers!
In the social and physical sciences, complexity is everywhere, changing how we think and act. But how? This book provides an excellent overview both of the underlying concepts and also their implications for how we think about changein economics, organizations and international development. Highly recommended.
Embracing Complexity takes a critical stance in relation to dominant ways of thinking about the social world. It presents complexity thinking as a way of understanding how the world works, and challenges the dominant expectation that leaders can control the evolution of the social and the organisational world. Those willing to take a critical approach will _ nd this an important book.

Notă biografică

Jean Boulton is a director, strategy consultant and part-time academic at both Bath and Cranfield universities. She teaches, consults, researches and writes about the implications of complexity thinking to management, research and policy development. She has been Chair of Sustain Ltd, Chair of Social Action for Health, a non-executive director of IOPP and Head of Engineering Operations for BAe Commercial Aircraft. She was previously a Senior Lecturer at Cranfield School of Management. She has consulted many blue chip companies and charities including Carillion, RBS, ICI, Lloyds TSB and Oxfam. Her background in theoretical physics coupled with her practical engagement in the fields of management and social research - both through academia, consulting, hands-on management and working as a director and trustee - give her a multi-faceted, informed and practical perspective on the implications of embracing complexity.Peter Allen developed and ran the Complex Systems Research Centre in the School of Management at Cranfield University since the late 1990s. He has a Ph.D. in Theoretical Physics and from 1970 to 1987 worked with Professor Ilya Prigogine at the Université Libre de Bruxelles on research that led on to the development of Complexity Science. He is an Editor in Chief of the Journal, Emergence: Complexity and Organization. He has written and edited several books in the field of complexity and socio-economic modelling and published well over 200 articles in a range of fields including ecology, social science, urban and regional science, economics, systems theory, and physics. In 2011 he co-edited the Sage Handbook on Complexity and Management. He has been a consultant to DERA, the Civil Contingencies Secretariat, Department of Trade and Industry, the Canadian Fishing Industry, Elf Aquitaine, the United Nations University, the European Commission and the Asian Development Bank.Cliff Bowman's research interests focus on the creation and capture of value, complexity, strategy processes and the development and leveraging of strategic assets. He has undertaken consulting assignments for a wide range of organizations and is the author of ten books and sixty articles. Cliff is a past Chairman of the European Case Clearing House, was Faculty Dean of Cranfield School of Management from 1998 to 2006, and holds two non-executive director positions.