Table of contents for Complexity and management : fad or radical challenge to systems thinking? / Ralph D. Stacey, Douglas Griffin and Patricia Shaw.

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I Introduction: getting things done in organizations     I
"Getting things done, anyway"                       3
Ways of thinking                                    6
Outline of the book                                  9
2 The age-old question of stability and change          12
The claims of management complexity writers         17
Moving toward a knowable future                     21
Human freedom and the scientific method             22
he importance of Kant's contribution                25
Conclusion                                          29
3 Moving toward an unknowable futue                     30
The perpetual construction of the future            30
Chance and adaptation                               39
Alternatives to some of Darwin's views              41
Darwin and the neo-Darwinian synthesis              44
Five ways of understanding stability and change     49
Conclusion                                          51
4  Limits of systems thinking focusing on knowable futures  56
Dealing with huma participation and freedom         58
Scientific management: ignoring interaction         6
Systems thinking: splitting choice and interaction  64
Conclusion                                          82
5 How the complexity sciences deal with tihe future      85
Chaos theory: unfolding an enfolded futre            86
Chaos theory as Formative Teleology                  89
Dissipative structure theory: constructing an unknowable
future                                               92
Conclusion                                          103
6 Complexity and the emergence of noelty                106
Complex adaptive systems: a life of thei own         06
Review of the management complexity wr ters clam    119
Conclusion: the challenge                            23
7 Differing views on complexity in organizations         127
Complexity and the dynamics of industries: limits
to control and the origins of novelty               130
Marion's analysis of causality in complex systems   138
Complexity and the dynamics of organizaions:
sustaining the illusion of control                  141
Conclusion                                          154
8 Complexity and human action                            157
-Human action in the domnant management discourse:
focusing on the individual                          158
Human action in complexity: retaining the individual
focus                                               163
Transformation and human action: focusing on
relationship and participation                       71
Conclusion                                          18
9 Getting things done in organizations: fom systems to
complex responsive processes                          183
Key elements of our project                          186
The books in this series                            193

Library of Congress subject headings for this publication: Organizational effectiveness, Complex organizations Management, Interorganizational relations, Organizational change, System analysis, Complexity (Philosophy)Industrial management