Thriving in complexity
summary
Argues that shifting from a machine model to open systems and social science methods produces resilient organizations, not just rhetoric. Uses 1960s socio‑technical research and Norway’s industrial democracy experiments to back claims, and prescribes a two‑stage method: a search conference (typically two days, 20–50 participants) to map context and future, followed by repeated participative design workshops (about a day each) to create self‑managing teams that raise psychological satisfaction, quality and adaptability; warns transition needs real urgency and structural change.
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chapters (14)
- 0:00Intro
- 1:20Social Sciences
- 1:57Theory
- 3:11Complexity in Norway
- 5:22Why complexity stops at the office door
- 6:25Worldviews
- 8:57System Types
- 14:15Resilience
- 17:05Action Research
- 18:08Open Systems Theory
- 20:40System and Environment
- 26:56Types of organizations
- 31:17Different types of organizations
- 43:11Workshop
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