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The perspective of complex responsive processes draws on analogies from thecomplexity sciences bringing in the essential characteristics of human agentsunderstood to emerge in social processes of communicative interaction andpowerrelating. The result is a way of thinking about life in organizationsthat focuses attention on how organizational members cope with unknown as theyperpetually create organizational futures together.Providing a natural successor to the Editors earlier series Complexity andEmergence in Organizations this series Complexity as the Experience ofOrganizations aims to take this work further by taking very seriously theexperience of organizational practitioners and showing how taking theperspective of complex responsive process yields deeper insight into practiceand so develops that practice.In this book all of the contributors work as leaders consultants or managersin organizations. They provide narrative accounts of their actual workaddressing questions such as What does it mean in actual everyday terms to lead a large organization? How do leaders learn to lead? What are the apparent or real contradictions inherent in the experience ofleading?In considering such questions in terms of their daily experience thecontributors all experienced leaders explore how the perspective of complexresponsive processes assists them to make sense of their experience and so todevelop their practice. Complexity and the Experience of Leading Organizationsoffers a different method for making sense of an individuals experience in arapidly changing world by using reflective accounts of ordinary everyday lifeinorganizations rather than idealized accounts. The editors commentaryintroduces and contextualizes these experiences as well as drawing out keythemes for further research.Complexity and the Experience of Leading Organizations will be of value toreaders from amongst those ac «
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