Margaret J. Wheatley
1 "Tipping Point" Book Vital to Government, Not Just Business
This book is beyond five stars, and not just for business, where it is receiving all the praise it is due, but within government, where it has not yet been noticed. It was recommended to me by the author of "Building a Knowledge-Driven Organization," and I now recommend it to everyone I know. If there are two books that can "change the world," these are the ones.
Although the Chinese understood all this stuff centuries ago (Yin/Yang, space between the dots, the human web), the author is correct when she notes late in the book that the commoditization of the human worker (Cf. Lionel Tiger, "The Manufacture of Evil") and the emphasis on scientific objectivity and scientific manager (Cf. Jean Ralston Saul, "Voltaire's Bastards") were perhaps the greatest error we might have made in terms of long-run progress. Coincidentally, as I finished the book, on the Discovery channel in the background they were discussing how the leveeing of the Mississippi blocked the Louisiana watershed from cleansing the Mississippi naturally, as it once used to.
It's all about systems--the author does cite Donella Meadows' 1982 article in Stewart Brand's Co-Evolution Quarterly, but does not pay much heed to the large body of literature that thrived in the 1970's around the Club of Rome.
There are perhaps three bottom lines in this book that I would recommend to any government leader who hopes to stabilize and reconstruct our world:
1) Information is what defines who we are, what we can become, what we can perceive, what we are capable of achieving. Blocking or controlling information flows stunts our growth and virtually assures defeat if not death. It is the optimization of listening--being open to *all* information (and especially all the information the secret world now ignores)--that optimizes our ability to adjust, evolve, and grow.
2) Command & control is history, block and wire diagrams are history. General Al Gray had it right in the 1990's when he talked about "commander's intent" as the baseline. Leaders today need to be disruptive, to look for dissonant views and news, and to empower all individuals at all levels with both information, and the authority to act on that information.
3) Disorder is an *opportunity*. We have the power to define ourselves, our "opponents," and our circumstances in ways that can either inspire protective, constricted, secretive, "armed" responses, or inclusive, open, sharing "pro-active" peaceful responses.
The author is to be praised for noting early on in the book that "Ethical and moral questions are no longer fuzzy religious concepts but key elements in the relationship any organization has with colleagues, stakeholders, and communities." I would extend that to note that social ethics and foreign policy ethics are the foundation for sustainable life on the planet, and we appear to be a long way from understanding that it is ethics, not guns, that will stabilize and fertilize...Cf Jonathan Schell, "Unconquerable World."
It also merits comment that the author essentially kills the industry of forecasting, scenarios, modeling, and futures simulations. I agree with her view (and that of others) that early warning is achieved, not through the theft of secret plans and intentions or the forecasting of behavior, but rather by casting a very wide net, listening carefully to all that is openly available, sharing it very widely (as the LINUX guys say, put enough eyeballs on it, and no bug will be invisible), and then being open to changed relationships. Trying to maintain the status quo will simply not do.
I give the author credit for carrying out an extraordinary survey of the literature on quantum mechanics, and for developing a PhD-level explanation of why old organization theory, based on the linear concepts of Newtonian physics, is bad for us, and how the new emergent organization theory, understood by too few, is let about the things and more about the relationships between and among the things.
This is an elegant essay and a heroic personal work of discovery, interpretation, and integration. While I would have liked to see more credit given to Kuhn, Drucker, Garfield, Brand, Rheingold, and numerous others that I have reviewed here for Amazon, on balance, given the academic narrowness of her Harvard PhD, I think the author has performed at the Olympic level. This is a radical book, somewhat reminiscent of Charles Hampden-Turner's book, "Radical Man," which as I recall was not accepted by Harvard as a thesis at the time. Perhaps Harvard is evolving (smile).
For other key books that complement and precede this book, see my lists on information society, collective intelligence, business intelligence, and intelligence qua spies and secrecy in an open world.
2 Interesting, but...
The author attempts to apply the notions of chaotic systems, fractals, non-linear systems to organizations, management and leadership.
The author offers very interesting analogies and intuition to support her ideas. This is clearly a thoughtful book. And maybe someday some of the very interesting ideas expressed here will be known to have been insightful.
However, analogies and intuition are seldom compelling enough to "make the case," and such is the case here.
If you're into organizational theory and things like that, then you will probably want this book on your "to read" list. If you're into non-linear systems and have wondered if/how they might be part of our organizations (workplace, etc.), then you would probably find the analogies interesting.
This book is a worthwhile read for the analogies. I thought they were really interesting.
3 Starting Point for Complexity and Leadership
This book should be the starting point for anyone interested in the implications of complexity theory and leadership. Wheatley starts with the physical sciences as a starting point and then applies lessons learned in modern physics to lessons we can learn in modern organizations. Social science research including management "science" have sought the holy grail of objectivity and rationalism that we all thought that the physical and biological sciences were based on. Wheatley reveals to the lay person that our assumptions about hard science were not correct and helps to build a new foundation for leadership scholarship based on the complexity that permeates all scientific inquiry.
4 New Direction in Leading Organizations
I was a bit skeptical about the book after the first chapter. However, after opening my mind to what the author had to say, I realized that she had some good points, which are applicable to everyday organizations and leadership.
The book could have been kept to under 100 pages without all the extra examples. Then again, I see how many examples can engage someone, especially if he is not familar with organizations. Nevertheless, if she would have stuck to her point that our current paradigm in understanding organizations is from the seventeenth century and illusionary that would have sufficed.
The book does not offer any concrete examples for working with systems instead of parts, which is the main point the author drives home. The author does offer a theoretical framework. The framework is a lot better because it is meant to apply to many situations.
This book is worth reading if one is familiar with old models of organizations and leadership. Otherwise, reading it will be too abstract and meaningless.
5 Interesting conclusions, lack of good argument
In this book, the author describes current theories in science and applies them to human organizational management. She develops a number of concepts that I think are applicable to organizational management, such as flexibility, greater communication within an organization, the importance of information, and valuing the intelligence of individual workers.
However, the reasons for applying these principles developed from science to organizations are not well established in this book, in my opinion. The applications may be valid, but a strong case for them is not made here. For example, one claim made to justify one conclusion is that "organizations are open systems and are responsive to the same self-organizing dynamics as all other life." (p. 97). This is a bold claim, to link life sciences to management, that is not well substantiated in the book.
The author seems to revel in the ancient (and ongoing) philosophical tension between the parts and the whole, calling us to look at the whole of a system, though rejecting objective reality (an ultimate whole), and with a bit of Gnostic thinking as well: "Matter doesn't matter" (p. 153),
Also, this is not an informative work, rather its intention appears to be persuasive. The author does reference many works in the scientific literature, but it is not intended to be a review or strict proof (I hope) of her position. Some aspects of science that seem to me to contradict some of her conclusions are not discussed, such as the order imposed top-down in the theory of relativity (according to my limited understanding of it), and the fact that some changes must be wholly destructive and cannot have positive effects (e.g., certain genetic mutations).
Again, some good points are made, but their basis is not well established here. As an industrial engineer, I do not think we should throw away all the current practices, and hopefully that attitude is not simply self-serving. I cannot recommend this particular book, but hope there is a more substantial treatment of these concepts elsewhere.
6 What science??
First off, the author is not a scientist. Second, the author tries to link PHYSICAL science with human leadership. I only read 1/4 of the book, and I had to put it into trash because I felt like barfing everytime I lay my eyes on it. If you think a non-scientist has any right to write a book with "New Science" on its title, then you should buy this book. Otherwise, stay away from this LSD induced junk.
7 Shocking and motivating
In this brilliant book, Margaret J. Weathley brings parallels between the theory of leadership and the quantum physics. Being an organizational consultant, not the physical by herself, she
encourages "to stop seeking after the universe of the seventeenth century and begin to explore what has become known to us during the twentieth century".
She exposes the bright conclusions from her experience of working as a consultant, and these conclusions are confirmed by quantum physics as well:
- The things we fear most in organizations - disruptions, confusion, chaos - need not be interpreted as signs that we are about to be destroyed. Instead, these conditions are necessary to awaken creativity.
- What is critical is the relationship created between two or more elements. Systems influence individuals, and individuals call form systems.
- There is no objective reality; the environment we experience does not exist "out there". It is co-created through our acts of observation, what we choose to notice and worry about.
- Acting should precede planning.
- Instead of the ability to analyze and predict, we need to know how to stay acutely aware of what's happening now, and we need to be better, faster learners from what just happened.
- We need fewer descriptions of tasks and instead learn how to facilitate process.
- Power becomes a problem, not a capacity. People use their creativity to work against these leaders, or in spite of them; they refuse to contribute positively to the organization.
- Those who have used music metaphors to describe working together, especially jazz metaphors, are sensing to the nature of this quantum world. This world demands that we be present together, and be willing to improvise.
- If a manager is told that a new trainee is particularly gifted, that manager will see genius emerging from the trainee's mouth even in obscure statements. But if the manager is told that his or her new hire is a bit slow on the uptake, the manager will interpret a brilliant idea as a sure sign of sloppy thinking of obfuscation.
- In quantum world, what you see is what you get.
- Every time we go to measure something, we interfere.
- A place where the act of looking for certain information evokes the information we went looking for - and simultaneously eliminates our opportunity to observe other information.
- Every observation is preceded by a choice about what to observer.
- We all construct the world though lenses of our own making and use these to filter and select.
- It simply doesn't work to ask people to sign on when they haven't been involved in the planning process.
- Roles mean nothing without understanding the network of relationships and the resources that are required to support the work of that person. In this relational world, it is foolish to think we can define any person solely in terms of isolated tasks and accountabilities.
- What is distinguishable and important, he says, are the kinds of connections.
- Our old views constrain us. They deprive us from engaging fully with this universe of potentials.
Based on the parallels above mentioned, Margaret J. Weathley brings lot of compelling ideas about the leadership and organizational management. This book isn't a collection of dos and don'ts, but invigorates deep creative thinking.
8 Sure to become classic in the management literature
This is a must read book for anyone interested in leadership and the topic shouldn't intimidated anyone. Wheatley, who has revised her 1992 edition, does an amazing job of taking very complex concepts for the non scientist and making it completely assessable. Relatively speaking it is an easy-to read summary. You will have to concentrate, but it can be finished in a relatively short time frame. This is a book that I am glad to own and review periodically. There is a great list of suggested readings and an extensive bibliography.
In the late eighties, I make the effort to read James Gleick's Chaos: Making a New Science. It took me forever and I thought the only thing that I remembered were the words: fractal, wave and particle. Wheatley reminded me of how much I had retained and more importantly gave me a context for this knowledge. It helps to look at the "big picture" with renewed hope and optimism. This is not a book of answers but of journeys. It is about ideas and concepts. It is about relationships and patterns between things. Don't expect any practical suggestions or How to do's.
When it comes to these kinds of topics, many individuals wait in the wings to make criticisms and disparaging remarks. As far as I can tell, Wheatley is highly respected in the scientific community and business sector. So she should be. This and her follow-up book A Simpler Way, are sure to become classics in the management literature.
9 Must read for all leaders!
Excellent! I highly recommend her book or audiotape! It was difficult at first to understand some of the scientific concepts but after wrestling with these concepts I see now how they fit and how they are applied to leadership. Newtonian thinking of engineering people no longer fits. Now, with new scientific evidence and thinking of quantum physics, showing the relationships and the interconnectedness of all things including sub-atomic particles; organizations therefore, need to move towards the direction of interconnectedness and interdependence as a way of functioning together; we do need to realize that a butterfly flapping its wings in Japan does have an effect on the wind patterns in the United States. And what we do, say, think, and feel does have an effect on the entire organization.
10 The Wheatley Boyz(John, Paul, & Corey) Review
Margaret Wheatley provides a different dimension of understanding organizational behavior. Linking quantum physics and chaos theory she asks us to rid ourselves of our mechanistic approach to organization process in better understanding and analyzing the patterns of organization behavior. Chaos within the organization results from both information and the organization interacting with the environment. This chaos leads to order, then growth, as the organization becomes self-analyzing and self-creating. You will not need a PHD in Physics to appreciate this perspective. This book is designed to provoke thought and discussion. We would highly recommended it to anyone who desires to expand his or her perspective on standard organizational models.
Wheatley wrote this book to change old ways of thinking and create new ways of looking at organizations. The book is not a toolkit for a new style of management but a thought-provoking summary that applies changes in science (biology, chemistry, chaos theory, and quantum physics) to organizations.
It is not necessarily an issue of disliking, but more of a matter of follow-through, of substance. Yes, the main purpose of the book is to make you think, instill discussion on the connection of New Science to business. However, maybe we are, were, in more of a plan and results perspective. Throughout the book, numerous times the ideas presented "synapsed" with us, but then the immediate reaction was, "How/what does Wheatley propose to us so we can actually effect this change?" It is possible more application and implementation comes with more direct follow-up to her WEB site or discussion site, but after reading the book it remains more theoretical in today's business world, unless one could effect the organization and see positive and tangible results
11 The Wheatley Boyz(John, Paul, & Corey) Review
Margaret Wheatley provides a different dimension of understanding organizational behavior. Linking quantum physics and chaos theory she asks us to rid ourselves of our mechanistic approach to organization process in better understanding and analyzing the patterns of organization behavior. Chaos within the organization results from both information and the organization interacting with the environment. This chaos leads to order, then growth, as the organization becomes self-analyzing and self-creating. You will not need a PHD in Physics to appreciate this perspective. This book is designed to provoke thought and discussion. We would highly recommended it to anyone who desires to expand his or her perspective on standard organizational models.
Wheatley wrote this book to change old ways of thinking and create new ways of looking at organizations. The book is not a toolkit for a new style of management but a thought-provoking summary that applies changes in science (biology, chemistry, chaos theory, and quantum physics) to organizations.
It is not necessarily an issue of disliking, but more of a matter of follow-through, of substance. Yes, the main purpose of the book is to make you think, instill discussion on the connection of New Science to business. However, maybe we are, were, in more of a plan and results perspective. Throughout the book, numerous times the ideas presented "synapsed" with us, but then the immediate reaction was, "How/what does Wheatley propose to us so we can actually effect this change?" It is possible more application and implementation comes with more direct follow-up to her WEB site or discussion site, but after reading the book it remains more theoretical in today's business world, unless one could effect the organization and see positive and tangible results
12 A Phenomenal Book!
Delving into the complex intricacies of living systems theory, quantum physics, and chaos and complexity theory, Wheatley writes in language that renders the subject clear, concise, easy to understand, and nothing short of inspirational. She draws a straight path between the hard sciences and the role of leadership in all living, open organizations that refers, without apology, to a deep and intimate order -- a quantum interconnectedness.
She writes, "This is a world of independence and interdependence, of processes that resolve so many of the dualisms we created in thought. The seeming paradoxes of order and freedom, of being and becoming, whirl into a new image that is very ancient -- the unifying spiral dance of creation. Stasis, balance, equilibrium, these are temporary states. What endures is process -- dynamic, adaptive, creative."
She then moves easily from theory into practice by offering three simple techniques for use in unifying whole organizations into a cohesive, working unit. Using one of her suggested techniques, that of producing a time-line, I constructed and fascilitated a "whole system" workshop entitled "A Quantum Perspective" which met with great success. I am delighted to have this book in my library.
13 Tedious and overly ambitious
I don't know if the revised version of this book is any better than the original 1992 version, which I read. But that version, I can assure you, is disappointing. What I thought would be a fascinating and well-written work revealed itself to be pretentious, tedious, and confusing. I couldn't wait to turn each page...not because it was a gripping read, but because each turned page brought me closer to the end. I think the topic is intriguing, but a better, less pretentious author could have taken the concepts and produced a book of real worth.
14 What a find!
Wheatly touches scientific breakthroughs in the areas of quantum physics, chemistry, and biology. Other topics that are covered include chaos theory and change. She uses discoveries in quantum physics to explain that the universe is interconnected and relies on an infinite series of relationships. Biology and chemistry discoveries are used as metaphors to explain that disequilibrium and change are requirements for systems to grow and survive in our ever-changing universe. Chaos theory is used to explain that chaos is needed to create new order. She explains that stability is never guaranteed and should not be desired. Fractals are used as metaphors to explain these concepts. It went along with the movie "Mindwalk" very well.
15 What a find!
Executive Summary for the Leadership and the New Science Presentation Margaret Wheatley opens up a whole new world of thought in her book Leadership and the New Science. She brings about a revolutionary way of thinking about organizations by relating scientific discoveries to organizational behavior. She abandons 17th century Newtonian mindsets to embrace a more holistic and organic view of the world. This book can help give you the tools to successfully navigate the rough waters of rapid change in organizations; you find yourself welcoming change rather than fearing it. A must read for anyone that aspires to succeed and values personal growth.
She touches scientific breakthroughs in the areas of quantum physics, chemistry, and biology. Other topics that are covered include chaos theory and change. She uses discoveries in quantum physics to explain that the universe is interconnected and relies on an infinite series of relationships. Biology and chemistry discoveries are used as metaphors to explain that disequilibrium and change are requirements for systems to grow and survive in our ever-changing universe. Chaos theory is used to explain that chaos is needed to create new order. She explains that stability is never guaranteed and should not be desired. Fractals are used as metaphors to explain these concepts.
16 I have been enlightened
Margaret Wheatley opens up a whole new world of thought in her book Leadership and the New Science. She brings about a revolutionary way of thinking about organizations by relating scientific discoveries to organizational behavior. She abandons 17th centrury Newtonian mindsets to embrace a more holistic and organic view of the world. This book can help give you the tools to successfully navigate the rough waters of rapid change in organizations; you find yourself welcoming change rather than fearing it. A must read for anyone that aspires to succeed and values personal growth.
17 A new twist on new theories!
This book is amazing. There is no other way to put it. I have just finished it and I think that it will probably significantly change the rest of my life. If you have ever felt lost in our world, or that something is missing in the way you see things you must read this book! Wheatley applies the ideas presented by chaos theory, quantum physics, and systems in biology to the worklplace. Only due to its nature this book will impact every part of your life - no matter who you are. I can't explain it other than tell you that it is an enlightening experience. I have included two of my favorite quotes from this text.
"As we reflect on the times when we personally have descended into chaos, we can notice that as it ends, we emerge changed, stronger in some ways, new. We have held in us the dance of creation and learned that growth always requires passage through fearful realms of disintegration." - P 119.
"If we take seriously the role of explorer and inventor we will realize the we can't do this alone... We need each other to test out ideas, to share what we're learning, to help us see in new ways, to listen to our stories. We need each other to forgive us when we fail, to trust us with their dreams, to offer their hope when we've lost our own... We will vacillate, one day doing something bold and different, excited over our progress, the next day, back to old behaviors, confused about how to proceed. We need to expect that we will wander off course and not make straight progress to our destination. To stay the course we need patience, compassion, and forgiveness. We should require this of one another. It will help ups be bold explorers; it might keep us from going mad." - P 174-175.
18 A Leap of Faith proved by Science!
This book was a wonderful affirmation for me. I know that there is energy in a greater purpose and to be wary of our perceptions and in this book Margaret shows us that science knows these truths too!
I have never been one to be that into Science in general but this book takes it to another realm and makes it approachable. The discussion on Quantum Theory is totally cool esp the Quantum fields, that we can and should take responsibility in shaping.
Also, after reading this book you'll have all the supporting details you'll need to debate the danger of command and control leadership. Margaret concludes with another fact--accept Chaos it's all around us- live with it just on the edge; it's a beautiful view!
19 A Good Read!
Author Margaret J. Wheatley describes how new developments in the sciences show us how to design a new, more effective organizational structure. The new structure is more responsive to human needs and to our rapidly changing times. Based on this understanding, you need to make your organization more flexible and adaptable. Using leadership and vision as a guiding force in an organization involves participation, self-management and shared information and power.
This excellent, thoughtful, break-through book offers a new way of thinking about organizations and leadership. In clear, compelling language, it emphasizes the ways we are all part of an ever-changing natural order. Wheatley explains the need to get rid of our old out-dated mechanistic models and adapt our organizations to prosper in the future. Our accepted analytical world view, based on using logical analysis and relying numbers to chart progress, should be replaced, Wheatley says. She makes a compelling case and urges organizations to become more effective by becoming more human and natural. We [...] recommend this pivotal book to leaders at all levels.
20 Self-Renewing Systems
I just re-read Leadership and the New Science, and am just as inspired by it as when it was first published. Wheatley describes the new science as new glasses to notice the way things have been working all along - that we live in a participatory universe. This universe is a living model for the key questions we ask ourselves about effective organization: How do we get people to work well together? How do we honor and benefit from diversity? How do we get teams working together quickly and efficiently? How do we resolve conflicts? If we understand that natural systems are self-renewing because they are kept in balance by the capacity for self-reference, we can answer the questions we've asked: We need an "unerring recognition of the intent of the system, a deep relationship between individual activity and the whole." When we step back from the problem we gain enough perspective so that a shape emerges - patterns and themes rather than isolated causes. Thus the leader's task is (a) to communicate a guiding vision of purpose and direction, strong values and organizational beliefs; (b) keep them ever-present and clear; and (c) allow individuals their random, sometimes chaotic-looking meanderings. If the "shape" of the system is clear, if every employee holds the company's vision and purpose, the organization will be self-renewing -- everyone will find their way toward that vision and purpose.
21 Add to your thought leadership collection
One of the greatest values that Margaret's book brings to the party is that she did a great job of finding the shiniest artifacts during her dig. I followed some of the most profound observations backwards, looking for the original works of the authors she quoted. I found their original work far less insightful than the context Margaret presented it in.
These comments apply to Margaret's original work. I can't comment on the complaints expressed by others as to the changes introduced in her latest edition. Her other work, "A Simpler Way", while I have quoted specific portions of the book, is far too poetic to deliver significant research value.
22 6 stars if they were available
This may not be the book for everybody. It (like Meg's other) evokes the poetry of science (not the oxymoron one might think) that provokes rather than prescribes.
This is not for those pining for the next Martha (Stewart) of linear wisdom. It is for those bold enough to apply new frames to the emerging business landscape.
I have required and will continue to require this read to MBA students who want to succeed in a world that at best makes no sense, but must be navigated for its quantum possibilities nevertheless.
23 where the rubber meets the air
Her original version of this book in 1992? was breath of fresh air, even 'groundbreaking'. This version continues on, but does not share anything practical she has learned in the 8 years. Maybe we are supposed to hire her consulting firm?
This lack of application, and her increasing hubris [I'm right, other social scientists are not] bothered me as I progressed through the book. By the end, her subtle bragging and 'new age' wanderings had totally turned me off.
I used to recommend this book to frineds and clients, but will no longer do so.
24 bad for business
As a leader, this book was recommended to me as a great tool in understanding change as it related to my organization. This book provided absolutely no insight as to how I may effectively lead, or change my organization. I am very dissapointed and will not recommend this book.
25 Leave Newtonian thought behind and read this book
Not a long book, but the kind of book that deserves to be read slowly and thoughtfully, soaking up ever phrase. Discoveries in the organization of nature can be applied to our understanding of organizing activities anywhere. Therefore, we must study and understand all that can be learned on the cutting edged of science and enlightened thought. Ms. Wheatley does a wonderful job of weaving the findings of quantum physics, chaos theory etc, into a wonderful fabric of thought and new perspective -- a spellbinding experiece for me.
26 Leave Newtonian thought behind and read this book
Not a long book, but the kind of book that deserves to be read slowly and thoughtfully, soaking up ever phrase. Discoveries in the organization of nature can be applied to our understanding of organizing activities anywhere. Therefore, we must study and understand all that can be learned on the cutting edged of science and enlightened thought. Ms. Wheatley does a wonderful job of weaving the findings of quantum physics, chaos theory etc, into a wonderful fabric of thought and new perspective -- a spellbinding experiece for me.
27 An inspiring message for us all
I have just finished this amazing book! M. J Wheatley explores some very alien and difficult concepts about the nature of the universe with amazing clarity and perception.The world of new science has opened up to me, I have dipped into and reeled in chaos theory, quantam physics, fields, space and atoms. I have been helped to understand how this new knowledge can help me become a new kind of leader in a chaotic world. If you have been wondering why your management techniques don't work in an ever changing environment and you have instinctively felt a clanging with the environment you work in, then pick up this book and read! The ideas in this book will reassure you that anything is possible.
28 Conceptually stimulating
I read Margaret Wheatley's book while in the process of developing an internal WebShop on Taming Organizational Chaos. It was truly a stimulating experience that she hits the concepts dead on and articulates a powerful message that can change thinking. I hope she goes on to provide additional details about how to do or how others may have implemented some of these concepts.
29 Another bus. book stretch with a psuedo-intellectual twist
Pop business babble that cloaks itself in pretty conceptual constructs but offers few practical insights. The author often over-reaches in her attempts to bend notions of leadership to fit within the book's high-minded framework. LATNS, like many popular business books, offers a few intriguing ideas but ultimately fails to achieve relevance.
30 SEEING THE WORLD THROUGH THE LENSES OF THE NEW SCIENCES.
This is a completely revised and expanded edition of this 1992 publication. The author discusses the implications of chaos theory, quantum physics and other branches of the new science for managing organizations and our own lives. A central theme is that the new sciences offer metaphors and new ways of seeing reality giving insights into organization, leadership and, in general, change. A new chapter is devoted to understanding how change happens and how individuals can address the challenge of change in their work and personal lives. This is intended to be a thought provoking work and it succeeds. It does not provide answers to specific organizational and leadership challenges, but it opens one's mind to seeing such challenges in different perspectives. Recommended. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder The Master Directory to HR and Business Management Information & Resources, the CyberSpace SourceFinder, and the Compensation and Benefits SourceFinder.
31 A Spiritual Gift That will Awe and Excite You!
Margaret Wheatley has indeed revised and updated her orignal book. This edition offers more clarity to the "new science" and in some ways is an autobiography of her growth and connectedness to the positve "energy" that guides and informs our ever expanding creation. Her new chapter, "Change, the Capacity of Life," is exciting to read for the clarity and universal spirituality emanating from her observations. If you have read her original "Leadership and the New Science," and "A Simpler Way," you will marvel at how this new chapter and her updating of others unifies "The New Science" and adds depth and wisdom to her life's work.
I work in a Jesuit high school and part of my job is to connect my community to the new world that is building all around us. This book is a gift to organizations worldwide and will help those who lead their organizations, no matter the size, to do so from a "personal centeredness" of trust and integrity. Her insights offer hope as we struggle with the great issues of our time.
