Taking Complexity Seriously applies the advanced policy analysis technique of triangulation to what is now the world's most complex public policy challenge: sustainable development. One central problem of public policy analysis has been to find new ways of analyzing issues of increasing complexity and uncertainty. Triangulation is perhaps the best example of these novel techniques, as it uses various methods, databases, theories, and approaches to converge on what to do about the complex issue in question. Taking Complexity Seriously uses four different theoretical approaches (Girardian economics, cultural theory, critical theory, and the local justice framework) to triangulation in order to converge on answers to four major policy questions: What is sustainable development? Why is it an issue? What needs to be done? What can actually be done? These four approaches are used to analyze the sustainable development controversy that recently arose in the pages of Science magazine and the journal Ecological Applications. These different approaches prove highly potent in defamiliarizing conventional wisdom about sustainable development. Ultimately the different approaches will converge on novel answers to the four questions. The practical implications of these conclusions are drawn out at the end of Taking Complexity Seriously in a detailed case study of ecosystem management.

Taking Complexity Seriously applies the advanced policy analysis technique of triangulation to what is now the world's most complex public policy challenge: sustainable development. One central problem of public policy analysis has been to find new ways of analyzing issues of increasing complexity and uncertainty. Triangulation is perhaps the best example of these novel techniques, as it uses various methods, databases, theories, and approaches to converge on what to do about the complex issue in question. Taking Complexity Seriously uses four different theoretical approaches (Girardian economics, cultural theory, critical theory, and the local justice framework) to triangulation in order to converge on answers to four major policy questions: What is sustainable development? Why is it an issue? What needs to be done? What can actually be done? These four approaches are used to analyze the sustainable development controversy that recently arose in the pages of Science magazine and the journal Ecological Applications. These different approaches prove highly potent in defamiliarizing conventional wisdom about sustainable development. Ultimately the different approaches will converge on novel answers to the four questions. The practical implications of these conclusions are drawn out at the end of Taking Complexity Seriously in a detailed case study of ecosystem management.

This book interprets insights from the complexity sciences to explore seven types of complexity better to understand the predictable unpredictability of social life. Drawing on the natural and social sciences, it describes how complexity models are helpful but insufficient for our understanding of complex reality. Taking an interdisciplinary approach, the book develops a complex theory of action more consistent with our experience that our plans inevitably lead to unexpected outcomes, explains why we are both individuals and thoroughly social, and gives an account of why, no matter how clear our message, we may still be misunderstood. The book investigates what forms of knowledge are most helpful for thinking about complex experience, reflects on the way we exercise authority (leadership) and thinks through the ethical implications of trying to co-operate in a complex world. Taking complexity seriously poses a radical challenge to more orthodox theories of managing and leading, based as they are on assumptions of predictability, control and universality. The author argues that management is an improvisational practice which takes place in groups in a particular context at a particular time. Managers can influence but never control an uncontrollable world. To become more skilful in complex group dynamics involves taking into account multiple points of view and acknowledging not knowing, ambivalence and doubt. This book will be of interest to researchers, professionals, academics and students in the fields of business and management, especially those interested in how taking complexity seriously can influence the functioning of businesses and organizations and how they manage and lead.

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.

This book places everyday talk and role-modelling interactions at the forefront of an alternative change-leadership agenda, and introduces a number of practical approaches to help line managers and organizational specialists deliver this agenda more successfully. It is essential reading for organizational practitioners at all levels.

A collection of previous published papers by the author on the subject of complexity economics, appearing from the 1980s to the present.

This book provides an introduction to the role of diversity in complex adaptive systems. A complex system--such as an economy or a tropical ecosystem--consists of interacting adaptive entities that produce dynamic patterns and structures. Diversity plays a different role in a complex system than it does in an equilibrium system, where it often merely produces variation around the mean for performance measures. In complex adaptive systems, diversity makes fundamental contributions to system performance. Scott Page gives a concise primer on how diversity happens, how it is maintained, and how it affects complex systems. He explains how diversity underpins system level robustness, allowing for multiple responses to external shocks and internal adaptations; how it provides the seeds for large events by creating outliers that fuel tipping points; and how it drives novelty and innovation. Page looks at the different kinds of diversity--variations within and across types, and distinct community compositions and interaction structures--and covers the evolution of diversity within complex systems and the factors that determine the amount of maintained diversity within a system. Provides a concise and accessible introduction Shows how diversity underpins robustness and fuels tipping points Covers all types of diversity The essential primer on diversity in complex adaptive systems