![]() He is an Editor in Chief of the Journal, Emergence: Complexity and Organization. in Theoretical Physics and from 1970 to 1987 worked with Professor Ilya Prigogine at the Université Libre de Bruxelles on research that led on to the development of Complexity Science. Peter Allen developed and ran the Complex Systems Research Centre in the School of Management at Cranfield University since the late 1990s. Her background in theoretical physics coupled with her practical engagement in the fields of management and social research - both through academia, consulting, hands-on management and working as a director and trustee - give her a multi-faceted, informed and practical perspective on the implications of embracing complexity. She has consulted many blue chip companies and charities including Carillion, RBS, ICI, Lloyds TSB and Oxfam. She was previously a Senior Lecturer at Cranfield School of Management. She has been Chair of Sustain Ltd, Chair of Social Action for Health, a non-executive director of IOPP and Head of Engineering Operations for BAe Commercial Aircraft. She teaches, consults, researches and writes about the implications of complexity thinking to management, research and policy development. Jean Boulton is a director, strategy consultant and part-time academic at both Bath and Cranfield universities. Allen, Emeritus Professor, Cranfield University, and Cliff Bowman, Professor of Strategic Management, Cranfield University Boulton, Visiting Fellow, Cranfield School of Management and Director, Claremont Management Consultants Ltd, Peter M. The aim of the book is to bring alive what complexity is all about and to illustrate the importance of loosening the grip of a modernist worldview with its hope for prediction, certainty and control. ![]() The authors of this book span both science and management, academia and practice, thus the explanations of science are authoritative and yet the examples of changing how you live and work in the world are real and accessible. It also explores how to facilitate others to recognise the implications of adopting a complex rather than a mechanical worldview and suggests methods of research to explore systemic, path-dependent emergent aspects of situations. The second part of the book uses this lens of complexity to explore issues in the fields of management, strategy, economics, and international development. The comparison of the differing approaches to modelling complexity is unique in its depth and accessibility. It defines the complexity worldview as recognising the world is interconnected, shaped by history and the particularities of context. It emphasises the difference between a complexity worldview and the dominant mechanical worldview that underpins much of current management practice. It compares differing approaches, and also provides a historical perspective, showing how such thinking has been around since the beginning of civilisation. This is explained in a way that is thorough but not mathematical. ![]() The first part of the book is about the theory and ideas of complexity. The book describes what it means to say the world is complex and explores what that means for managers, policy makers and individuals. Oxford Research Encyclopedias: Global Public Health.The European Society of Cardiology Series. ![]() Oxford Commentaries on International Law. ![]()
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