This is the fourth and final post in a mini-series that seeks to draw parallels between Edward de Bono’s work on the mechanism of mind and Ralph Stacey’s complex responsive process view of organizational dynamics.
Both of these strands of thinking are reflected in the informal coalitions view of organizations as dynamic networks of self-organizing conversations.
This final post looks at the implications for leadership of these two perspectives. In particular, it focuses on two fundamental challenges to conventional ways of thinking about organizational leadership, namely that:
- leaders are not objective observers and controllers of other people’s actions
- the complexity perspective does not represent an optional way of managing organizations.