Michael Lissack
The original edition predicted that organizations would need to de- velop capabilities for pattern recognition rather than rigid planning, for adaptive response rather than predetermined action. We’ve seen these predictions play out dramatically across industries, with companies that maintained rigid control structures struggling against more adaptive com- petitors. The authors’ early emphasis on the power of mental models, nar- rative intelligence, and landscape metaphors has been reinforced by subse- quent research in cognitive science, demonstrating how these approaches leverage fundamental human capabilities for navigating complexity. This updated edition arrives at a critical juncture. After waves of tech- nological disruption, a global pandemic that transformed how we work, and increasing recognition of our interconnected global challenges, orga- nizations are desperately seeking ways to navigate complexity rather than being overwhelmed by it. We face unprecedented uncertainty, yet must still find paths to coherent action. The beauty of this book has always been its practical wisdom. Rather than providing superficial “five easy steps” to success, Lissack and Roos of- fer a profound framework for developing the capabilities needed to thrive in complexity. Their emphasis on coherence—the alignment that enables purposive action—speaks directly to our current struggles with fragmen- tation, polarization, and information overload. In this new edition, the authors have thoughtfully updated their frameworks for the digital age. They explore how artificial intelligence changes our mental models, how digital platforms transform our land- scapes, how remote and hybrid work affects our roles, and how social media shapes our storytelling. They demonstrate that while the technol- ogies have evolved dramatically, the human and organizational need for coherence remains constant. Perhaps most importantly, they remind us that mastering complexity isn’t primarily a technological challenge—it’s a human one. In an age ob- sessed with algorithms and automation, they argue persuasively that our uniquely human capacities for meaning-making, relationship-building, and pattern recognition are our greatest assets in complexity.
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