Niels Pflaeging

Organize for Complexity

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The long-awaited update for work and organizations in the knowledge age!
A book about complexity and work — and about how to deal productively with both.
A condensed introduction to the theory and practice of organizational high performance.
A manifesto for contemporary leadership and profound transformation in organizations of all kinds.
This book is currently unavailable
179 printed pages
Original publication
2014
Publication year
2014
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Quotes

  • Peter Halkjær Kragelundhas quoted3 years ago
    Under the conditions of the industrial age – in sluggish markets and with relatively low-complexity value creation, efficiency gains could be achieved with management methods such as standards, rules, and planning. Even if these methods, even then, were not considered morally unobjectionable. In the meantime, these methods have become a problem in a variety of ways – both economically and morally
  • Peter Halkjær Kragelundhas quoted3 years ago
    They organize innovation in such a way that ultimately each person shares in it, and can couple his or her motivation to the purpose of the work. Each day and every day. Google and W.L.Gore are notable examples among Beta organizations, in this regard. In these companies each employee can and should initiate research and development projects; financial resources are supposed to follow the ideas, not the other way around. Not mechanical allocation and budgets, but people with ideas. This way, people are far more likely to connect with the purpose of the organization
  • Peter Halkjær Kragelundhas quoted3 years ago
    The future is unforeseeable, it is entrepreneurial. However, prevailing management thought is rooted in the dogma that we are able to somehow master the future, and control it: We just need to think of a goal and make a plan of how we can achieve it! The underlying belief is that the future is obedient to our plans, foreseeable, controllable. In reality, of course, markets are highly dynamic and surprising. And the more dynamic and complex markets become, the more internal control and central economic planning drive organizations into the wall
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