Series Introduction; Michael Lissack and Kurt Richardson Volume Introduction; Kurt Richardson Section I. Philosophy. Section Introduction; Kurt Richardson Chapter 1. Knowing Complex Systems; Paul Cilliers Chapter 2. "To Be or Not to Be? That Is [Not] the Question": Complexity Theory and the Need for Critical Thinking; Kurt Richardson Chapter 3. How Can We Think the Complex? Carlos Gershenson and Francis Heylighan Chapter 4. Emergence, Creative Process, and Self-Transcending Constructions; Jeffrey Goldstein Chapter 5. Causality in Organized Complexity: The Role of Management; Stanley Salthe Section II.
Organizational Theory. Section Introduction; Kurt Richardson Chapter 6. From Excellence to Emergence: The Evolution of Management Thinking and the Influence of Complexity; Buck Lawrimore Chapter 7. Unresolved Issues in Process-Centric Business Analysis: A Cathartic Role for Complexity; James Falconer Chapter 8. The Use of Bytes to Analyse Complex Organisations; Shann Turnbull Chapter 9. Chaos Principles of Forecasting; Hong Liu Chapter 10. Dealing with Complexity in Organizational Control Processes: Drawing Lessons from the Human Brain; Rajaram Veliyath and K. Sathian Chapter 11.
Theory of Integral Complex Organization; Ronald Murray Chapter 12. Self-Reproduction of the Enterprise: Von Neumann's Model Applied; Pavel Luksha Chapter 13. Predicting the Human Weather: How Differentiation and Contextual Complexity Affect Behavior Prediction; Robert Jones and Gowri Parameswaran Chapter 14. The Observation, Inquiry, and Measurement Challenges Surfaced by Complexity Theory; Eric Dent Chapter 15. An Intersubjective Measure of Complexity Grounds: A New Approach to the Study of Organizational Complexity; Mihnea Moldoveanu Chapter 16. Storytelling and the Complex Epistemology of Organizations; Ken Baskin Chapter 17. Advancing Complexity Theory into the Human Domain; Barbara Simpson Chapter 18. Ancient Insights into the Modern Organization; Julie Richardson Chapter 19.
Imagining Complex Partnerships; Will Medd Chapter 20. Machines or Gardens. Or Both? Patrick Connor and Carole Napolitano Chapter 21. The Improvised-Orchestration Model of Organizational Evolution; Tadahiko Kawai Chapter 22. Parameters for Sustained Orderly Growth in Learning Organizations; James Horn Chapter 23. A Complexity-Based Scrutiny of Learning from Organizational Crises; Dawn Gilpin Section III. Real World Application. Section Introduction; Kurt Richardson Chapter 24.
The Implications of Complexity for Business Process and Strategy; Peter Allen, Jamie Boulton, Mark Strathern and James Baldwin Chapter 25. Agent-Based Models to Manage the Complex; Duncan Robertson Chapter 26. The Coherent Management of Complex Projects and the Potential Role of Group Decision Support Systems; Kurt Richardson, Andrew Tait, Johan Roos and Michael Lissack Chapter 27. The Complexity of Complex Systems Conferences: Reflexivity and Walking the Talk; Michael Lissack Chapter 28. Complexity and Spatiality: Regions, Networks and Fluids in Sustainable Water Management; Will Medd and Simon Marvin Chapter 29. Encouraging Strategic Change by Using Complexity-Based Principles: A Case Study of the Open University, UK; Elizabeth McMillan Chapter 30. Provoking Chaordic Change in a Dutch Manufacturing Firm; Frans van Eijnatten and Maarten van Galen Postscript; Andrew Wilson References. Index.