The Interaction of Complexity and Management

By Michael R. Lissack | Go to book overview

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Complexity, Management, Coherence, and Understanding

Michael Lissack

Management is hard work. It involves strategy and drudgery, fame and fear of exposure. As many a human-resources chieftain has said, much of it is less than glamorous. Managers have to deal with people, and people are much more difficult to understand and deal with than machines (though many management theories attempt to model people simply as machines). Managers will succeed and they will also fail.

Before the interdependent, cell-phoned, Internet-linked, networked world, life was simpler for the manager. Change was slower. A manager not only had a simpler system to deal with, but also more time to make decisions, more time to realize whether those decisions were correct or not, and still more time to set matters right if they were wrong. In a simpler world, the gap between what theory prescribed and managers experienced was less apparent, and far less important. The world has changed.


EVOLUTION: MANAGERSE-MANAGERS?

The media tell us that the Internet changes e-verything. Magazines like Fast Company, Wired, Business 2.0, The Industry Standard, Upside, and E-Company have created a whole new genre out of the saga of getting

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