However, the rational model ignores the inherent complexity and ambiguity of real-world organizations and their environments. In this landmark volume, Karl E Weick highlights how the `sensemaking′ process shapes organizational structure and behaviour. The process is seen as the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves.

    Our eyes play tricks on us; our stories change in the retelling; and most of us are fairly sure we’re way above average. In Why We Make Mistakes, journalist Joseph T. Hallinan sets out to explore the science of human error—how we think, see, remember, and forget, and how this sets us up for wholly irresistible mistakes.In his quest to understand our imperfections, Hallinan delves into psychology, neuroscience, and economics, with forays into aviation, consumer behavior, geography, football, stock picking, and more. He discovers that some of the same qualities that make us efficient also make us error prone. Why We Make Mistakes is enlivened by real-life stories--of weathermen whose predictions are uncannily accurate and a witness who sent an innocent man to jail--and offers valuable advice, such as how to remember where you’ve hidden something important. He explains why multitasking is a bad idea, why men make errors women don’t. This book will open your eyes to the reasons behind your mistakes and have you vowing to do better the next time.

    Dennett on decoding the architecture of the "normal" human mindSarah-Jayne Blakemore on mental disorders and the crucial developmental phase of adolescenceJonathan Haidt, Sam Harris, and Roy Baumeister on the science of morality, ethics, and the emerging synthesis of evolutionary and biological thinkingGerd Gigerenzer on rationality and what informs our choices

    The science of complexity studies how single elements, such as a species or a stock, spontaneously organize into complicated structures like ecosystems and economies; stars become galaxies, and snowflakes avalanches almost as if these systems were obeying a hidden yearning for order. Drawing from diverse fields, scientific luminaries such as Nobel Laureates Murray Gell-Mann and Kenneth Arrow are studying complexity at a think tank called The Santa Fe Institute. The revolutionary new discoveries researchers have made there could change the face of every science from biology to cosmology to economics. M. Mitchell Waldrop's groundbreaking bestseller takes readers into the hearts and minds of these scientists to tell the story behind this scientific revolution as it unfolds.

    But how can you be the person who comes up with those ideas? In this revised and expanded edition of his groundbreaking Thinkertoys, creativity expert Michael Michalko reveals life-changing tools that will help you think like a genius. From the linear to the intuitive, this comprehensive handbook details ingenious creative-thinking techniques for approaching problems in unconventional ways. Through fun and thought-provoking exercises, you’ll learn how to create original ideas that will improve your personal life and your business life. Michalko’s techniques show you how to look at the same information as everyone else and see something different.  With hundreds of hints, tricks, tips, tales, and puzzles, Thinkertoys will open your mind to a world of innovative solutions to everyday and not-so-everyday problems.

    Quantum leaps in technology are enabling organizations to observe and measure people’s behavior in real time, communicate internally at extraordinary speed, and innovate continuously. These new, software-driven technologies are transforming the way companies interact with their customers, employees, and other stakeholders.This is no mere tech issue. The transformation requires a complete rethinking of the way we organize and manage work. And, as software becomes ever more integrated into every product and service, making this big shift is quickly becoming the key operational challenge for businesses of all kinds. We need a management model that doesn’t merely account for, but actually embraces, continuous change. Yet the truth is, most organizations continue to rely on outmoded, industrial-era operational models. They structure their teams, manage their people, and evolve their organizational cultures the way they always have.Now, organizations are emerging, and thriving, based on their capacity to sense and respond instantly to customer and employee behaviors. In Sense and Respond, Jeff Gothelf and Josh Seiden, leading tech experts and founders of the global Lean UX movement, vividly show how these companies operate, highlighting the new mindset and skills needed to lead and manage them—and to continuously innovate within them.In illuminating and instructive business examples, you’ll see organizations with distinctively new operating principles: shifting from managing outputs to what the authors call “outcome-focused management”; forming self-guided teams that can read and react to a fast-changing environment; creating a learning-all-the-time culture that can understand and respond to new customer behaviors and the data they generate; and finally, developing in everyone at the company the new universal skills of customer listening, assessment, and response.This engaging and practical book provides the crucial new operational and management model to help you and your organization win in a world of continuous change.

    Today, software organizations are transforming the way work gets done through practices like Agile, Lean, and DevOps. But as commonly implemented as these methods are, many transformations still fail, largely because the organization misses a critical step: transforming their culture and the way people communicate. Agile Conversations brings a practical, step-by-step guide to using the human power of conversation to build effective, high-performing teams to achieve truly Agile results. Consultants Douglas Squirrel and Jeffrey Fredrick show readers how to utilize the Five Conversations to help teams build trust, alleviate fear, answer the "whys," define commitments, and hold everyone accountable.These five conversations give teams everything they need to reach peak performance, and they are exactly what's missing from too many teams today. Stop focusing on processes and practices that leave your organization stuck with culture-less rituals. Instead, unleash the unique human power of conversation.

    --Inc. The Art of Problem Solving Russ Ackoff--author, consultant, and teacher extraordinaire. During his long career, he has shown thousands of managers, architects, engineers, attorneys, advertising people, software developers, and scientists the way to more creative, artful problem solving. This new paper edition of The Art of Problem Solving is perhaps the best example of Ackoff in action. Step by step, this practical guide shows you how to develop an understanding of the art of creative thinking and the design of creative solutions. Using Ackoff's Fables--humorous yet eminently practical parables, based on real problems by real managers--you'll see why solving a problem seldom solves the problem, but why approaching it from a new, unorthodox angle often does. The result is vintage Ackoff--controversial, funny, and always on target. If you like to dig beyond simple solutions--to imaginative solutions that work--this book is for you.

    And yet we rarely ask ourselves how we got there or what our occupations mean to us. The Pleasures and Sorrows of Work is an exploration of the joys and perils of the modern workplace, beautifully evoking what other people wake up to do each day–and night–to make the frenzied contemporary world function. With a philosophical eye and his signature combination of wit and wisdom, Alain de Botton leads us on a journey around a deliberately eclectic range of occupations, from rocket science to biscuit manufacture, accountancy to art–in search of what make jobs either fulfilling or soul-destroying.Along the way he tries to answer some of the most urgent questions we can ask about work: Why do we do it? What makes it pleasurable? What is its meaning? And why do we daily exhaust not only ourselves but also the planet? Characteristically lucid, witty and inventive, Alain de Botton’s “song for occupations” is a celebration and exploration of an aspect of life which is all too often ignored and a book that shines a revealing light on the essential meaning of work in our lives.

    Written by the originator of the method - an effective, economical, fast, and easily-repeatable strategy for organizing meetings of between 5 and 1,000 participants - this is the first book to document the rationale, procedures, and requirements of OST. OST enables self-organizing groups of all sizes to deal with hugely complex issues in a very short period of time. This practical, step-by-step user's guide details what needs to be done before, during, and after an Open Space event.

    Afflicted with cerebral palsy and burdened with continual pain, Porter was determined not to live on government disability and went on to become Watkins’s top-grossing salesman in Portland, the Northwest, and the U.S. This book was written by the woman who worked as Porter’s typist and driver and later became his friend and cospeaker. The “ten things” include Mother Knows Best, Persistence Pays Off, and Know Your Limits but Reach Beyond Them. This is an inspiring story with real-life lessons about tenacity in the face of daunting odds.

    Morgan shows managers how to break free of management fads by understanding the strengths and weaknesses of management metaphors and applying them to organizational life.

    The book drives to the heart of the exciting debate on the origins of life and maintenance of order in complex biological systems. It focuses on the concept of self-organization: the spontaneous emergence of order that is widely observed throughout nature Kauffman argues that self-organization plays an important role in the Darwinian process of natural selection. Yet until now no systematic effort has been made to incorporate the concept of self-organization into evolutionary theory. The construction requirements which permit complex systems to adapt are poorly understood, as is the extent to which selection itself can yield systems able to adapt more successfully. This book explores these themes. It shows how complex systems, contrary to expectations, can spontaneously exhibit stunning degrees of order, and how this order, in turn, is essential for understanding the emergence and development of life on Earth. Topics include the new biotechnology of applied molecular evolution, with its important implications for developing new drugs and vaccines; the balance between order and chaos observed in many naturally occurring systems; new insights concerning the predictive power of statistical mechanics in biology; and other major issues. Indeed, the approaches investigated here may prove to be the new center around which biological science itself will evolve. The work is written for all those interested in the cutting edge of research in the life sciences.

    Seddon argues that while many commentators acknowledge command and control is failing us, no one provides an alternative. His contention is the alternative can only be understood when you see the failings of command and control by taking the better - systems - view. There is little in the book that you would find in a normal management curriculum. Seddon is scathing and controversial about leadership theorists, maintaining that leadership is being able to talk about how the work works with the people who do it. The book provides practical advice and examples of how to put this into place. Packed with illustrations of the unintended consequences of command and control thinking, you will be amazed that management of our organizations should be so appalling. You will see how customer service is poor and carries high costs and that changing the way the work is designed and managed will result in lower costs and better service. But, as Seddon points out, these are things managers cannot "see" from their current position. Managers don't know what they don't know. Seddon's case is that taking this view teaches managers to change their thinking, and he shows how the very observations they make when understanding what he calls "the what and why of current performance as a system" become the building blocks of the systems solution. And also illustrates the solutions for the cases he uses.

    Complexity can be a terrible and overwhelming force, or it can be a delightful source of new energy and possibility-it all depends on your ability to escape the mindtraps we fall into and create new habits for a new world.