Complex Responsive Processes in Organizations

Part III: Systems thinking and the perspective of complex responsive processes: comparisons and implications

Part III has two purposes. The first, undertaken in Chapter 9, is to compare the theory of organizations as complex responsive processes of relating with the theoretical frameworks of mainstream thinking and its critics. The comparison is essentially with systems thinking. Chapter 9 will argue that the perspective of complex responsive processes leads to a significantly different conceptualization of organizational knowledge to that found in systems thinking. In the latter, knowledge tends to be thought of as something stored, shared and diffused around an organization. The concern is with how this might be accomplished for different ...