Introduction - can learning and knowledge creation in organizations really be managed?. Part 1 The Foundations of Mainstream Views on Learning and Knowledge Creation in Organizations: Systems Thinking; Mainstream Thinking about Learning and Knowledge Creation in Organizations; Transmitting knowledge between individuals, diffusing it across an organization and storing it in explicit forms; Constructing knowledge and making sense in communities of practice; Different levels of Learning and Knowledge Creation in Organizations - the individual and the social; The individual and the social as separate mutually influencing levels; Moving away from the split between individual and social. Part 2 Towards a Complexity Perspective: The Emergence of Knowledge in Complex Responsive Processes of Relating; The Emergence of the Individual and the Social in Communicative Interaction; Complex adaptive systems as a source domain for analogies of human acting and knowing; The evolution of the mind, self and society; Back to the complexity sciences for analogies; Communicative Action in the Medium of Symbols; The importance of feelings - protosymbols; The importance of reflection-in-action - significant symbols, The multiple aspects of symbols; Organization of Communicative Action - rule-based or self-organizing knowledge?; Global rules and the structuring of communication; Narrative forms of communication; Local rules and the structuring of communication; Communicative action as patterning process; Themes organizing the experience of being together; The Emergence of Enabling Constraints; power relations and unconscious processes; Turn taking, power and ideology; The dynamics of inclusion-exclusion and anxiety, Fantasy and unconscious processes; Organization as Communication in the Living Present - how knowledge emerges in complex responsive processes of relating; Identity and difference - boundaries around a system or movement of process?; Complex responsive processes of relating in the living present. Part 3 Systems Thinking and the Perspective of Complex Responsive Processes: Comparisons and implications; Comparing Systems - thinking and the Perspective of Complex Responsive Processes; From sender-receiver to responsive relating From storing to perpetually constructing memory; From the individual-social split to individuals in social relationship; From the individual tacit/unconscious to unconscious processes of relating; From systems of language to the action of language; Institutions, communication and power; Dialogue and ordinary conversation in the living present; The Organizational Implications of Complex Responsive Processes of Knowledge Creation,; The limitations of mainstream prescriptions on knowledge management- Focusing attention on participative self organization.
Ralph Stacey is Professor of Management and Director of the Complexity and Management Centre at the University of Hertfordshire, and a member of the Institute of Group Analysis. He is also consultant to managers at many levels accross a range of organizations and the author of a number of books and articles on strategy and complexity theory in management.