Complexity And Group Processes

The increasing complexity of interdependence between people in modern life makes it more important than ever to understand processes of human relating. In the West we tend to base our understanding of relating on the individual. Complexity and Group Processes suggests an alternative way of understanding human relating. The key questions covered in this book are: · who am I and how have I come to be who I am? · who are we and how have we come to be who we are? · how are we all changing, evolving, and learning? These are fundamental questions in the study of human interaction, and the answers explored in Complexity and Group Processes are highly relevant not only for therapeutic groups but also those who are managing, leading and working in organizations.

This book suggests an alternative way of understanding human relating. Highly relevant not only for therapeutic groups but also those who are managing, leading and working in organizations.

"The emphasis on change at many levels of organization is critically important as is the first attempt to integrate sophisticated theory and research in organization psychology (e.g., Gersick, Hackman) with social psychological models of development such as Moreland and Levine." --Reuben M. Baron, Emeritus, University of Connecticut "Arrow, McGrath, and Berdahl′s ′Small Groups as Complex Systems′ will change the way you think about groups, the way you think about research, and even the way you think about science." --Donelson R. Forsyth, Psychology, Virginia Commonwealth U "The book is excellent, one of those very rare works that will have substantial impact on the field. I would use the book without hesitation in any advanced graduate seminar dealing with groups." --Donelson R. Forsyth, Psychology, Virginia Commonwealth U "A conceptually elegant analysis of groups as systems. Although the systems approach has been growing more influential in various fields of social psychology in the last ten years, no one has put forward a definitive analysis that applies with fidelity the general systems approach to group processes. McGrath and his colleagues fill that gap, not by paying lip service to popular scientific concepts such as recursive causality, open systems, attractors, and complexity theory, but by fully integrating these concepts into their no-nonsense analysis of such group level processes as formation, task performance, composition, development, and termination. Empirical work is folded into the theoretical mix along the way, but the focus is unrelentingly conceptual with the result that the authors deliver on their promise of developing a powerful, unified theory of group dynamics." --Donelson R. Forsyth, Psychology, Virginia Commonwealth U "Theirs is an ambitious book. They have profound ramifications for experimental social psychology. It is worth mentioning that AMD (Arrow, McGrarth, and Berdahl) list an ethnographic approach, which often implies the adoption of hermeneutic and semiotic methods (a hallmark of the anti-Enlightenment tradition in psychology), as a possible way forward." --Yoshihisa Kashima, American Journal of Psychology What are groups? How do they behave? Arrow, McGrath, and Berdahl answer these questions by developing a general theory of small groups as complex systems. Basing their theory on concepts distilled from general systems theory, dynamical systems theory, and complexity and chaos theory, they explore groups as adaptive, dynamic systems that are driven by interactions among group members as well as between the group and its embedding contexts. In addition, they consider not only the group′s members and their distribution of attributes, but also the group′s tasks and technology in order to understand how those members, tasks, and tools are intertwined, coordinated, and adjusted. Throughout the book, the authors focus our attention on relationships among people, tools, and tasks that are activated by a combination of individual and collective purposes and goals that change and evolve as the group interacts over time.

Approaches to leadership and management are still dominated by prescriptions – usually claimed as scientific – for top executives to choose the future direction of their organization. The global financial recession and the collapse of investment capitalism (surely not planned by anyone) make it quite clear that top executives are simply not able to choose future directions. Despite this, current management literature mostly continues to avoid the obvious – management’s inability to predict or control what will happen in the future. The key question now must be how we are to think about management if we take the uncertainty of organizational life seriously. Ralph Stacey has turned to the sciences of uncertainty and complexity to develop an understanding of leadership and management as the ordinary politics of daily organizational life. In presenting organizations as a series of complex responsive processes, Stacey’s new book helps us to see organizational reality for what it actually is – human beings engaged in many, many local conversational interactions and power relations in which they negotiate their ideologically based choices. Organizational continuity and change emerge unpredictably, rather than as a result of any overall plan. This is a radically different picture from the one painted by most of the management literature, which explains "organizational continuity and change" as the realization of the global plans and choices of a few powerful executives within an organization. Providing a new foundation for understanding complexity and management, this important book is required reading for managers and leaders wanting to understand the reality of complexity in organizations, including those engaged in postgraduate studies in leadership, organizational behaviour and change management.

The past decade has seen increasing focus on the importance of information and knowledge in economic and social processes, the so-called 'knowledge economy'. This is reflected in the popularity amongst practicing managers and organizational theorists of notions of learning, sense-making, knowledge creation, knowledge management and intellectual capital in organizations and more recently, of emotional intelligence as an important management skill. This insightful book: argues that the information processing view of knowledge creation held by systems thinkers is no longer tenable develops the alternative perspective of Complex Responsive Processes of relating, drawing on the complexity sciences as a source for analogies with human action places self-organizing interaction at the centre of the knowledge creating process in organizations. Learning and knowledge creation are seen as qualitative processes of power relating that are emotional as well as intellectual, creative as well as destructive, enabling as well as constraining, and the result is a radical questioning of the belief that organizational knowledge is essentially codified and centralized. Instead, organizational knowledge is understood to be in the relationships between people in an organization and has to do with the qualities of those relationships.

Organized into six practical sections relating theory to application from an historical perspective, this text offers contributions from international scholars and practitioners who reflect the diversity of this field.

This book shows new directions in group theory motivated by computer science. It reflects the transition from geometric group theory to group theory of the 21st century that has strong connections to computer science. Now that geometric group theory is drifting further and further away from group theory to geometry, it is natural to look for new tools and new directions in group theory which are present.

New tools for managing complexity Does your organization manage complexity by making things more complicated? If so, you are not alone. According to The Boston Consulting Group’s fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce. Clearly it’s time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees' intelligence. This book shows you how and explains the implications for designing and leading organizations. The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives”—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group’s work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated. Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them. It’s time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.

This two-volume encyclopedia covers concepts from across the spectrum, from group phenomena to phenomena influenced by group membership, from small group interaction to intergroup relations on a global scale.

This book centres on a broadened view of complexity that will enrich engagement with complexity in the social sciences. The key idea is to employ complexity theory to develop a holistic account of practice, agency and expertise. In doing so, the book acknowledges and builds upon the relational character of reductive accounts. It draws upon recent theoretical work on complexity, emergence and relationality to develop a novel account of practice, agency and expertise in and for workplaces. Biological, psychological and social aspects of these are integrated. This novel account overcomes problems in current views of practice, agency and expertise, which suffer from reductive, or fragmented, analyses, based upon individuals, groups, or networks. In retrieving the experiential richness of human activity – often esteemed as the basis of generative and creative life – this book shows how complexity both emerges from, and is, a non-reductive feature of, human experience, especially in daily work. “...an ambitiously wide-ranging volume, questioning the key tenets of respected approaches ..... and offering ..... ‘novel accounts’, which draw on features of complexity thinking.... ...But they go further than any of us in their argument that: ‘whatever reductive moves are made, they ‘flow’ from holistic accounts of relationality which have already affectively engaged the purposes of a co-present group.’ This is the intellectual contribution that is built consistently and persuasively across the chapters.” Professor Emerita Anne Edwards, Oxford University "Hager and Beckett have written a book that will challenge more commonly held notions of agency, practice, skills, and learning. Centering their argument on complexity theory or, as they prefer, complexity thinking, Hager and Beckett argue that it is through relations that we raise questions about, gather data from, and make working sense of the complexity that surrounds us. Groups then, particularly small groups, hold and implement agentive power. And what the authors call co-present groups—ones in which holistic relationality occurs socially, and affectively in distinctive places—“draw us closer to each other, and harness our normativity by enabling negotiability and reason-giving.” If your field of study involves anything remotely sociocultural in nature or if you are just interested in the complex ways we engage as humans with our worlds, you should find a place for this book in your library." Bob Fecho, Teachers College, Columbia University, New York NY, USA