Introduction

Abstract

Our concern in this book is with the behavior of complex organizations in turbulent environments. The current state of knowledge about such organizations can be divided into two parts. One comprises practical technology which offers prescriptions on how organizations should behave. The other part consists of theoretical insights which describe why and how organizations do behave. The scope and volume of both parts are impressive, but from a viewpoint of a practicing manager, there are still serious gaps in the knowledge.

‘The man with a method good for purposes of his dominant interests is a pathological case in respect to his wider judgement on the coordination of this method with a more complex experience ... We have here a colossal example of anti-empirical dogmatism arising from a successful methodology.’

‘... interplay of thought and practice is the supreme authority’.

Alfred North Whitehead