Part of the Complexity as the Experience of Organizing series, this book applies complex responsiveness theory to real-life leadership experiences. It features contributions from and details the experience of organizational practitioners, leaders, consultants and managers from various organizations through narrative accounts. It addresses questions such as: How do widespread or global patterns emerge and evolve in the local interactions between people? What actually happens in global change programmes? What does this imply about the relationship between the local and the global? Exploring the perspective of complex responsive processes, the book’s contributors examine how this assists them in making sense of their experience, and how this awareness then leads to their development.This book is a valuable study for academics, business school students and practitioners, as rather than offering mere descriptions of organizational life, it provides reflective accounts of real-life experiences of researching in organizations.
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