C O RUEN DP HE RI LPOI NSNOIPNHGI SC A L
1. Complexity Theory and Systems Thinking
The text is fundamentally grounded in complexity theory, distin- guishing between merely “complicated” systems (with many parts that can be “folded” together) and truly “complex” systems (with elements “woven” together in intricate patterns). The author argues that in today’s digital landscape, complexity has intensified and accelerated, creating interconnections that require new approaches to management. This complexity perspective views organizations not as machines with parts that can be optimized independently, but as dynamic, inter- connected systems where relationships between elements matter more than the elements themselves. The author explicitly rejects reductionist approaches that try to break down complex problems into component parts, arguing instead for approaches that embrace and navigate complex- ity rather than trying to eliminate it.
2. Emergent Order vs. Designed Control
A central philosophical tension throughout the work is between emer- gent order and designed control. The author advocates for what they call “canyons, not canals” - creating boundaries that channel energy while allowing freedom within them, unlike the rigid control of traditional man- agement. This represents a middle path between chaotic lack of structure and overly engineered control.
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