Introductions for the sections of The Intelligence Advantage

Designing for Emergence: Books: The Intelligence Advantage: Excerpts

Introductions for the sections

Introduction for chapter: I | II | III | IV

Introduction for chapter I: Complexity Theory

This section of the book presents an introduction to complexity theory and explores how complexity provides a new way of looking at corporations. The first chapter looks at the nature of intelligence and how it applies to corporations. Chapter 2 provides a context for a new theory of organization and illuminates the importance of a new theory for operational success. The final chapter of this section reveals the importance of language for the development and application of new ideas within a culture.

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Introduction for chapter II: Organizational Theory

In this section the basis for a new theory of organization based on complexity is developed. Chapter 4, Breaking Free, deals with the obstacles to new theory and the challenge of breaking with the past. The next chapter explores the nature of design as it applies to corporations. The following chapters take into consideration the fundamental issues of design and management of human organization. These include leadership, learning and freedom.

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Introduction for chapter III: Organizational Application

This section develops the theory by applying it to the major questions concerning strategy that are confronting corporations today. The new theory of organization, based on complexity, provides insight into how to meet the challenges of rapid change and increasing competition, how to continually expand what is possible, how to create structures that match fast-moving markets and intelligent action, and how to capture the drive and intelligence of every human being in a corporation.

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Introduction for chapter IV: From Theory to Practice

This section explores the challenges of putting a new theory to work. The first chapter in this section begins by distinguishing the phases of an organizational transformation process. The next chapter considers the nature of the breakdowns created during a transformation and the critical role they play in the success of an initiative. From there come the personal challenges that will confront the thinking, speaking and action of the leaders of any transformation. The last chapter of this section is directed at the importance and power of declaring a period of transition in order to provide a context for change.

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