Knowledge Matters

Understanding knowledge relationships

Chaos: A Very Short Introduction

Chaos:  A Very Short IntroductionI bought Chaos: A Very Short Introduction in New Zealand, because firstly I am interested in chaos theory and secondly it would fit in my coat pocket. I read it in a single sitting on the return flight from Wellington to Melbourne: this says the book is readable and interesting, because I usually fall asleep on planes. That said I was not satified. It was really a book about mathematical chaos in layman's terms, and spent a good deal of time dealing with forecasting weather and climate. I particularly liked the quote - "Climate is what you expect. Weather is what you get". Unfortunately I expected a general discussion on chaos theory, but got a specific discourse on modelling and forecasting.

My feeling is the book is incomplete. Perhaps it is the format, which I quite like, but I suspect it has more to do with the author's interests. Personally I think the James Gleick's Chaos: Making a New Science , which was first published in 1987, is a better introduction. I'm sure there are others. I also found many of the illustrations to be of very poor quality. I appreciate it is difficult in a book of this size to provide intricate illustrations, but surely a colour image or two of a fractual is possible.

Complex Adaptive Leadership

Complex Adaptive LeadershipI was given Nick Obolensky’s Complex Adaptive Leadership ’, published by Gower, as a gift just before Christmas, and only now have gotten around to reading it. I like books which have a management and leadership theme associated with uncertainty: after all leadership (and management) are about uncertainty and trying to reduce risk, but I digress.

I did not find Complex Adaptive Leadership an easy book to read, but I did find it interesting. Obolensky’s thesis is that traditional leadership is oligarchic and requires an individual to act in a decisive way. He proposes that complex adaptive leadership is polyarchic: that is leadership of the many by the many. He is not proposing that oligarchic leadership is thrown away, but rather that oligarchic and polyarchic leadership are complementary. This is the paradox, and it creates a tension as well as uncertainty. Really the book is about alternative ways to view leadership in dynamic situations.

Obolensky draws heavily on systems thinking, Taoism, and complexity thinking, with references to chaos theory thrown in for good measure.

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