Leadership in Chaordic Organizations

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2012-10-17
  • Publisher: Auerbach Public
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Few have fully examined what is needed to develop and lead teams in environments where staffing shortages and limited funds are the norm. Traditional management theory no longer holds, as trust is not easily nurtured in environments shaped by scarcity. This book examines what is meant by Complex Adaptive Systems. It accepts that humans are illogical and emotional beings. It offers a trans-disciplinary approach to leadership with elements of neurobiology, systems engineering, complexity science, and philosophy, as well as evolutionary and social psychology. It is a reference for systems engineers and organizational managers, coaches, and psychologists.

Table of Contents

Forewordp. xi
Forewordp. xv
Prefacep. xix
Acknowledgmentsp. xxi
Authorsp. xxiii
Definition of Complexity and Its Impact on Organizationsp. 1
Definition of Complexityp. 4
Complex System Behaviorsp. 9
Surprising Emergencep. 9
Evolves on Its Own as a Wholep. 9
Acts Robustlyp. 10
Thrives on Diversityp. 10
Many Factors at Playp. 10
Stimulates Different Perspectivesp. 11
Ever Changingp. 11
Informs the Observerp. 11
Performs Openlyp. 11
Internal and External Relationships Are Keyp. 12
Self-Organizedp. 12
Sensitive to Small Effectsp. 12
Exhibits Tight and Loose Couplingsp. 12
Complex Systems Engineering Principlesp. 13
Bring Humilityp. 13
Follow Holismp. 13
Achieve Balancep. 14
Utilize Trans-Disciplinesp. 14
Embrace POET (Political, Operational, Economic, and Technical) Aspectsp. 14
Nurture Discussionsp. 15
Pursue Opportunitiesp. 15
Formulate Heuristicsp. 16
Foster Trustp. 16
Create an Interactive Environmentp. 17
Stimulate Self-Organizationp. 18
Seek Simple Elementsp. 19
Enforce Layered Architecturep. 19
Human Behaviorp. 20
Impact on Organizationsp. 21
Overarching Fragility Concernp. 25
Recognize That Complex Systems Can Do Better than We Canp. 26
The Nature of Being Humanp. 29
Mind and the Brain: An Overviewp. 30
Basics of the Brainp. 33
Mind, Body, and Environment Interactionp. 37
The Mind and Emergencep. 38
Images and Knowledge: What Is Reality?p. 39
Innate Dispositions for Survivalp. 41
Beyond the Non-Consciousp. 43
Emotionsp. 45
Reason and Decision Makingp. 48
Synopsisp. 55
How to Build Trustp. 57
Perspectives on Trustp. 61
World Politics, Religions, and Fearp. 62
Biases of Individuals, Groups, and Organizationsp. 66
Learning in Organizationsp. 67
Storytellingp. 70
Perceptions of Reality and Powerp. 72
Applying Laws of Power and Getting Insidep. 74
Types of Trustp. 76
Persistent Trustp. 76
How Your Emotions May Affect Your Trustp. 79
Interpersonal Trust When Not Face to Facep. 80
Trust and Inter-Reality Systemsp. 82
Trust in Mental Healthp. 83
Trusting with Limited Interpersonal Contactp. 84
Implications for Leadershipp. 86
Recapitulationp. 87
Collective Group Dynamics: A New View of High-Performance Teamsp. 95
Introductionp. 95
Characteristics of Traditional Teamsp. 97
Enneagram®p. 100
Cynefin Frameworkp. 101
Examples and Level of Commitmentp. 101
Behaviorsp. 103
Distributed Team Modelsp. 108
Serious Games/Virtual Worlds for Trainingp. 111
Difficulties in Distributed Environmentsp. 115
X-Teamsp. 119
Exploration of Dissenting Individual Mindsetsp. 121
Program/Project Managementp. 125
Information Sharingp. 127
Guildsp. 131
Organizational Learningp. 134
Implications for Leadership in Chaordic Organizationsp. 138
Summaryp. 142
Takeawaysp. 144
Application of Theoryp. 147
Complex Adaptive Systems: A Reprise of Previous Chaptersp. 147
Conflictp. 154
Process Enneagram©p. 156
Changep. 161
How to Facilitate Change in Organizationsp. 162
Counseling Skills and Techniquesp. 168
Specific Techniquesp. 170
Core Valuesp. 171
Ground Rulesp. 171
Evaluating Group Processesp. 173
Social Systemsp. 175
The Individualp. 178
Changing Our Behaviorsp. 179
Views of Realityp. 180
Human Systems:-What Makes Them Complexp. 186
Today's Problems Com^ from Yesterday's Solutionsp. 186
The Harder You Push, the Harder the System Pushes Backp. 187
Behavior Grows Better before It Gets Worsep. 187
The Easy Way Out Usually Leads Back Inp. 187
Faster Is Slowerp. 188
Cause and Effect Are Not Closely Related in Time and Spacep. 188
Small Changes Can Produce Big Results, but the Areas of Highest Leverage Are Often the Least Obviousp. 188
Dividing an Elephant in Half Does Not Produce Two Elephantsp. 189
There Is No Blamep. 189
Summaryp. 189
Wicked Problems and MUVEs: Understanding Human Interactions through Multiuser Virtual Environmentsp. 193
Dynamics of Living Human Systems at Workp. 194
Psychology of Virtual Worldsp. 195
Next Level of Interaction and Learningp. 198
Narrative Structures and the Underlying Psychological Dynamicsp. 201
Appendix Ap. 203
Mini-Lexicon of Selected Termsp. 203
Appendix Bp. 213
INCOSE Working Group Sidebar on Complex Systemsp. 213
Appendix Cp. 223
Quotations from The 48 Laws of Powerp. 223
Appendix Dp. 231
Research for Virtual Worlds' Promotion of Oxytocinp. 231
Appendix Ep. 233
On the Information Explosionp. 233
Appendix Fp. 237
On the Deeper Impact of Virtual Worldsp. 237
Appendix Gp. 245
Web Collaboration, Workspace, Blog Platformsp. 245
Referencesp. 259
Bibliographyp. 275
Indexp. 277
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