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Review
'Explores a radically different approach to strategic management. Argues against the rational models in favour of narrative, conversation and learning from one's own experiences the central means by which we gain understanding and knowledge of strategy in organizations. Fascinating and thought provoking. Essential reading for anyone concerned with keeping up with the latest thinking in strategy.'
Dr Bruce Lloyd, Review Editor for LRP
--This text refers to an alternate Paperback edition.Product Description
Renowned for its unconventional thinking, Strategic Management and Organisational Dynamics continues to be a refreshing alternative for students and lecturers of strategic management specifically looking for ‘something different’. Stacey challenges the conceptual orthodoxy of planned strategy, focusing instead on the influence of more complex and unstable forces in the development of strategy.
This book explores and challenges ways of thinking about strategy and organisational dynamics and raises questions about systemic and responsive processes, utilising insights from the complexity sciences. The purpose of this book is to assist people to make sense of their own experience of life in organisations, to explore their own thinking and to pay attention to and so what they do.
Ideal for advanced undergraduate and postgraduate study, this critically detailed account deals with up-to-the minute issues, raising the challenge of complexity within practice and theory. As such it remains unique amongst strategic management text books.
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Customer Reviews
In this book, the third edition, the author starts out with an exploration of the largely unconsious assumptions included in our current management paradigm. These assumptions are based upon adopted concepts from cybernetics and individual psycologies. Authors in this area regularly fall short of the 'radical' interpretation and fall into the trap re-working complexity within the current management paradigm - Ralph himself admits that he did in the previous editions of this book. By 'naming the secret' about the assumptions in the current paradigm, the author opens up the possibiliity to of doing something different.
The latter half of the book applies some of the insight from Complexity Theory to Business, not in the way most of the buiness/complexity books do, but by holding the radical line. The result is a serious challenge to the way we have run organisations since at least Taylor's day.
I've read a lot of the literature on organisations and complexity and this is the first book for some time that has given me something really new to think about; something satisfying to chew upon. I'd recommend this tour to all explorers in this part of the world of organisation.
Subtitled The Challenge of Complexity, the book continues to showcase Stacey's radical thinking on how insights from complexity science and other writing might usefully inform our understanding of organizational dynamics. In particular, it includes a comprehensive and up-to-date account of his thinking on organizations as complex responsive processes. This provides a distinctive perspective on organizational dynamics that Stacey and his colleagues have developed over the past ten years or so.
As demanded by a textbook, Stacey's coverage of the subject extends well beyond this complex responsive processes view. Here again though, his treatment of the material differs greatly from that found in other books that purport to cover the same territory. As he states in the preface, "This book ... seeks to challenge thinking rather than describe the current state of thinking about strategy and organisational dynamics." And, as in its persuasive explanation of the importance of viewing organizations as complex responsive processes, it does not disappoint on this score.
Most particularly, in true Stacey style, it does not shy away from challenging what most organizational theorists and practitioners have come to regard as self-evident; that is, that organizations are multi-layered systems of individuals, teams, departments and so on. And this critical evaluation of systems thinking is applied as forcefully and insightfully to those theories that view organizations as complex adaptive systems (based on the 'mainstream' interpretation of the complexity sciences) as it is to those that emanate from the more conventional schools of strategic management. The latter include the theories of strategic choice and the learning organization, as well as open systems and psychoanalytic perspectives.
No doubt Stacey and his colleagues will continue to develop further their thinking around organizations as complex responsive processes. Nevertheless, this fifth edition of Strategic Management and Organisational Dynamics is a landmark academic text. As well as continuing to offer a well-argued critique of conventional management wisdom, it provides a unique and authoritative treatise on what is a truly distinctive application of the complexity sciences to organizational leadership and change.
The first chapters introduces the mindset in a historical perspective, as well as Stacey's own travel in different theoretical approaches. Later on, he introduces the different terms, which is the key chapters of understanding the theory.
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