The third volume in a series of three focuses on myth in everyday organizational life. The mythical narratives presented in this volume serve as metaphors of an organizational issue that can take inspiration from or be better understood through the myth to reveal an archetypal dimension of organizing and organizations.

Approaches to leadership and management are still dominated by prescriptions – usually claimed as scientific – for top executives to choose the future direction of their organization. The global financial recession and the collapse of investment capitalism (surely not planned by anyone) make it quite clear that top executives are simply not able to choose future directions. Despite this, current management literature mostly continues to avoid the obvious – management’s inability to predict or control what will happen in the future. The key question now must be how we are to think about management if we take the uncertainty of organizational life seriously. Ralph Stacey has turned to the sciences of uncertainty and complexity to develop an understanding of leadership and management as the ordinary politics of daily organizational life. In presenting organizations as a series of complex responsive processes, Stacey’s new book helps us to see organizational reality for what it actually is – human beings engaged in many, many local conversational interactions and power relations in which they negotiate their ideologically based choices. Organizational continuity and change emerge unpredictably, rather than as a result of any overall plan. This is a radically different picture from the one painted by most of the management literature, which explains "organizational continuity and change" as the realization of the global plans and choices of a few powerful executives within an organization. Providing a new foundation for understanding complexity and management, this important book is required reading for managers and leaders wanting to understand the reality of complexity in organizations, including those engaged in postgraduate studies in leadership, organizational behaviour and change management.

William H. Starbuck is one of the most creative, productive, and wide-ranging writers in management and organization studies. His work spans three decades and encompasses a whole variety of issues, yet it has never been collected together in one place. This book does just that - bringing together his most seminal writings, prefaced by a personal reflection on some of the themes and conclusions of that emerge from this, and the context in which they were written. What emerges from this is a picture of organizations and their strategies that emphasizes the characteristics of real-life human beings: their idiosyncratic preferences, their distrust for each other, their struggele for dominance, their personal interests which don't always coincide with the interests of the organization, and the internal politicking and contests between interest groups that take place in organizations. Some chapters review research literature, some report empirical findings, some propose conceptual reformulations, and some offer advice to managers. This book will be a unique guide to the work of an influential thinker in management and organization studies, and will be of interest to academics, researchers, and students of management, strategy, and organization studies.

Complexity theory is generating increasing interest amongst strategic thinkers. This fascinating book covers issues such as predictability, creativity and relationships as it considers how complexity, and its central principles of emergence and self-organization, are being used to understand organizations. The book: introduces the variety of views put forward by different writers on complexity and management outlines and critiques the way that complexity theory is frequently interpreted purely in the context of systems thinking draws a new perspective on using complexity sciences to understand organizational stability and change by focusing on the emergence of novelty and creativity in the course of everyday processes calls for a radical re-examination of management thinking. Timely and controversial, Complexity and Management is essential reading for anyone interested in strategy, systems thinking, organization and management theory, and organizational change.

William H. Starbuck is one of the most creative, productive, and wide-ranging writers in management and organization studies. His work spans three decades and encompasses a whole variety of issues, yet it has never been collected together in one place. This book does just that - bringing together his most seminal writings, prefaced by a personal reflection on some of the themes and conclusions of that emerge from this, and the context in which they were written.What emerges from this is a picture of organizations and their strategies that emphasizes the characteristics of real-life human beings: their idiosyncratic preferences, their distrust for each other, their struggele for dominance, their personal interests which don't always coincide with the interests of the organization, and the internal politicking and contests between interest groups that take place in organizations. Some chapters review research literature, some report empirical findings,some propose conceptual reformulations, and some offer advice to managers.This book will be a unique guide to the work of an influential thinker in management and organization studies, and will be of interest to academics, researchers, and students of management, strategy, and organization studies.

Team-working, partnership, quality circles, works councils, industrial democracy, empowerment - are they distinct and innovative arrangements or is it a case of new wine in old bottles? In the post war period we have seen numerous forms of organizational participation sometimes as experiments, sometimes as negotiated expediency, and sometimes as hype. Different ideas have emerged from different parts of the world, in different industries, at different times with different objectives. In this book four experienced international analysts take the longer view and look at the changing forms of - and changing debates around - orgnaizational participation. The review an extensive literature of experiments and practical experiences through a critical evaluation of the available data to reach balanced conclusions about the importance and utility of this concept for organizations now and in the future.

If you're the only person from your ethnic background in your organization or team, you probably know what it's like to be misunderstood or marginalized. Organizational consultant Adrian Pei describes key challenges ethnic minorities face in majority-culture organizations, unpacking the historical forces at play and what both minority and majority cultures need to know in order to work together fruitfully.