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From the Trade Paperback edition.
|Chapter 1||Management and the Scientific Renaissance||1|
|Chapter 2||Equilibrium Is Death||19|
|Chapter 3||Disturbing Equilibrium at Sears||43|
|Chapter 4||Surfing the Edge of Chaos||61|
|Chapter 5||Monsanto: Walking on a Trampoline||77|
|Chapter 6||Amplifiers, Dampers, and the Sweet Spot||93|
|Chapter 7||Self-Organization and Emergence||113|
|Chapter 8||Self-Organization and the Corporation||129|
|Chapter 9||Disturbing Complexity||151|
|Chapter 10||Herding Butterflies||171|
|Chapter 11||Design for Emergence||197|
|Chapter 12||The Extreme Sport of "Discipline"||229|
|Chapter 13||Reciprocity: Bringing Life to Organizations and Organizations to Life||263|
Posted September 15, 2011
This book is perhaps a bit dated but an interesting read. Essentially, the authors posit much can be learn from the brutality and struggle of survival in nature to improve the probability of success of organizations to work towards an objective. Many of the comparisons to things like ant colonies and the entropy of nature are indeed compelling and to their credit, considering what we observe in the chaotic world of business, many of the asserted parallels are reasonable. On the other hand the idea that humans, through our creativity, introduce a capability to control our environments through technology is not considered. Personally, I find it hard to accept the view that mimicry of nature is an acceptable long-term approach for success, despite the examples the authors provide. Long-term stress of this is not an exciting view of the future. Moreover, I believe we possess the ability to bring order to chaos, simply because we have been doing that for thousands of years, getting better at it as we evolve. Still there are a lot of interesting ideas in this book. Chapter 12 was especially good. It is worth reading.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted March 30, 2007
Managers should closely watch new discoveries in biology, especially the study of self-organization and emergence, particularly as the old hierarchical model of corporate organization becomes seemingly obsolete. Richard T. Pascale, Mark Millemann and Linda Gioja present case histories showing how corporate leaders executed turnarounds and solved critical problems by tapping the insight and intelligence of their organizations¿ members. In many cases, however, their success was only partial. It is to the authors' credit that they do not flinch from describing failures, even as they support the approach. They particularly note that stress can have the positive effect of forcing an organization to change its behavior. Though they first published their observations in 2000, some of their insights seem likely to endure the test of time. We recommend this book in confidence that executives can learn from its concepts about how natural systems can inform management.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted November 29, 2000
In a business landscape dominated by OSFA (One Size Fits All) solutions, Pascale exposes a liberating secret: radical innovation is both risky and essential. Thorough case studies drawn from both business and nature illustrate the chaotic forces at work in complex adaptive systems. This book is a 'gotta-have' resource for change agents, executives, and reactionaries who realize the importance of the next ten years.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted October 1, 2011
No text was provided for this review.