an online book by David Gurteen
Complex Responsive Processes view organizations as ongoing patterns of interaction between people. This perspective emphasizes emergent, unpredictable outcomes arising from local interactions, rather than seeing organizations as static systems or structures that can be controlled from the top down.
Patricia Shaw was formerly a professor at the Business School of the University of Hertfordshire, where she co-founded the Complexity and Management Centre in 1995 with Ralph Stacey and Doug Griffin. She was also formerly a Visiting Professor at the Copenhagen Business School. She is now a fellow at Schumacher College. YouTubePatricia ShawGooglePatricia ShawPosts: Patricia … Continue reading Patricia Shaw Fellow at Schumacher College
Gurteen Knowledge Blog July 19, 2024, 17:32We engage in numerous conversations daily, yet we seldom consider their complexity. In a recent blook post, I explore how conversations function as complex, responsive processes, drawing on the work of Ralph Stacey and Patricia Shaw. This post proposes an alternative definition of conversation, emphasizing its dynamic, unpredictable nature and … Continue reading The Hidden Complexity of Everyday Conversations Conversations are complex responsive processes
Ralph Stacey’s book, “Complex Responsive Processes in Organizations: Learning and Knowledge Creation,” delves into the intricacies of organizational dynamics, focusing on the interplay between human behavior, decision-making, and knowledge generation within complex systems. Drawing from complexity theory, Stacey explores how organizations are not merely static structures but evolving, adaptive entities shaped by the actions and … Continue reading Complex Responsive Processes in Organizations: Learning and Knowledge Creation by Ralph Stacey (2001)
Complex Adaptive Systems ** The Cynefin Framework Close Pop-up all posts in this chapter Organizations are dynamic entities shaped by the interactions and relationships of their members. Traditional systems thinking often fails to account for this complexity. Complex Responsive Processes offer an alternative approach, emphasizing local interactions, the emergence of patterns, and the importance of … Continue reading Complex Responsive Processes Ongoing patterns of interaction between people
Managers Are Employees Too ** Protected: My Writing Process Close Pop-up all posts in this chapter Conversations shape how we understand and adapt to change. When dialogue is restricted by rigid goals or constrained by fixed plans and schedules, creativity, and insight are often lost. By embracing a flexible, direction-focused approach and allowing the process … Continue reading The Vector of Great Conversations A parallel between the vector theory of change and conversational leadership
The Cynefin Framework Conversations Are Complex Responsive Processes Close Pop-up all posts in this chapter Complex Adaptive Systems (CAS) Overview Complex Adaptive Systems (CAS) are systems composed of many interacting components or agents that adapt or learn based on their interactions with each other and their environment. These systems exhibit emergent behavior, meaning that the … Continue reading Complex Adaptive Systems Vs. Complex Responsive Processes ** Complexity
Complex Adaptive Systems Vs. Complex Responsive Processes ** Conversations Through the Cynefin Lens Close Pop-up all posts in this chapter Conversations are a familiar part of daily life, yet their complexity often goes unnoticed. Beneath the surface, they function as complex, responsive processes, where participants continuously react and adapt to each other. By recognizing the … Continue reading Conversations Are Complex Responsive Processes Conversations are dynamic, emergent interactions shaping organizational reality
The book “Changing Conversations in Organizations” by Patricia Shaw explores a complexity-informed approach to organizational change that focuses on the self-organizing and emergent properties of conversation. Shaw suggests that real change happens through the ongoing, everyday conversations and interactions between people in organizations rather than through structured change programs or interventions designed and controlled by … Continue reading Changing Conversations in Organizations: A Complexity Approach to Change by Patricia Shaw (2002)
