
Complex Responsive Processes in Organizations argues that most of the literature on these matters, and the ways in which most practitioners now talk about them, reflect systems thinking and that its information processing view of knowledge creation is no longer tenable. The purpose of this book is to develop a different perspective, that of Complex Responsive Processes of relating, which draws on the complexity sciences as a source domain for analogies with human action. This alternative perspective places self-organizing interaction, with its intrinsic capacity to produce emergent coherence, at the center of the knowledge creating process in organizations. Learning and knowledge creation are seen as qualitative processes of power relating that are emotional as well as intellectual, creative as well as destructive, enabling as well as constraining. The result is a radical questioning of the belief that organizational knowledge is essentially codified and centralized. Instead, organizational knowledge is understood to be in the relationships between people in an organization and has to do with the qualities of those relationships. From this perspective, it makes nosense to talk about measuring intellectual capital and managing knowledge.
This work demonstrates how the 'knowledge economy' can be seen in a new light when considered from a complexity perspective. It stresses the imporance of relationships as a source of - and influence on - information and knowledge creation.
| demi colleen mccullough wilson learning gina smith michael watkins | jane b morgan matthew sands richard zimler rohini purang m m ansari |