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.

How ideas in complexity can be used to develop more effective public policy Complexity science—made possible by modern analytical and computational advances—is changing the way we think about social systems and social theory. Unfortunately, economists' policy models have not kept up and are stuck in either a market fundamentalist or government control narrative. While these standard narratives are useful in some cases, they are damaging in others, directing thinking away from creative, innovative policy solutions. Complexity and the Art of Public Policy outlines a new, more flexible policy narrative, which envisions society as a complex evolving system that is uncontrollable but can be influenced. David Colander and Roland Kupers describe how economists and society became locked into the current policy framework, and lay out fresh alternatives for framing policy questions. Offering original solutions to stubborn problems, the complexity narrative builds on broader philosophical traditions, such as those in the work of John Stuart Mill, to suggest initiatives that the authors call "activist laissez-faire" policies. Colander and Kupers develop innovative bottom-up solutions that, through new institutional structures such as for-benefit corporations, channel individuals’ social instincts into solving societal problems, making profits a tool for change rather than a goal. They argue that a central role for government in this complexity framework is to foster an ecostructure within which diverse forms of social entrepreneurship can emerge and blossom.

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.

Available in paperback for the first time, this book describes and considers ideas and insights from complexity science, and examines their use in organizations, especially in bringing about major organizational change.

Challenging traditional ways of thinking, leading, and managing based on cutting-edge research and real-world examples, this book provides an insightful and accessible perspective for leaders and managers in the 21st century who seek to become more effective in an increasingly uncertain and complex world which limits their ability to get results. Just how significant this is has become all too evident in the Covid-19 pandemic. Many books have been written to address these leadership and management challenges, but they are based on the premise that there are ways to simplify, organise, and control what is going on in the workplace. In our complex world this is not possible, and there are no magic tools and techniques that will ensure success. This book explains why and offers an alternative approach, incorporating social theory and the sciences of uncertainty, written in plain English by a leader with over 40 years of experience in the private, not-for-profit, and federal government sectors. Each chapter focuses on a single key concept and is introduced by a story illustrating how these key ideas can be applied in the workplace and includes practical suggestions for leaders and managers at all levels and across sectors to incorporate these perspectives into their day-to-day work practice, making it easy for readers to use the book as a reference guide. All who manage in complex times and uncertain environments will appreciate this accessible and actionable book that will inspire a radical rethink of current management orthodoxy and help them to become more effective.

Ambitiously identifying fresh issues in the study of complex systems, Peter J. Taylor, in a model of interdisciplinary exploration, makes these concerns accessible to scholars in the fields of ecology, environmental science, and science studies. Unruly Complexity explores concepts used to deal with complexity in three realms: ecology and socio-environmental change; the collective constitution of knowledge; and the interpretations of science as they influence subsequent research. For each realm Taylor shows that unruly complexity-situations that lack definite boundaries, where what goes on "outside" continually restructures what is "inside," and where diverse processes come together to produce change-should not be suppressed by partitioning complexity into well-bounded systems that can be studied or managed from an outside vantage point. Using case studies from Australia, North America, and Africa, he encourages readers to be troubled by conventional boundaries-especially between science and the interpretation of science-and to reflect more self-consciously on the conceptual and practical choices researchers make.