When I join with others in offering a critique of dominant ways of thinking about managing organisations from a perspective informed by analogies from the complexity sciences I often experience a critique in return. This is to be expected in the sense that if there was no reaction then I would would scarcely be offering a critique, and/or the dominant discourse would not be dominating. In order to dominate certain ways of understanding the world are expressed and re-expressed in slightly different form as they encounter resistance. In my turn, and for colleagues trying to work with a similar perspective, our ideas encounter resistance and are hardened, refined or changed . This is the process of dialectic.
However, there are some common themes in the resistance to the critique that we offer. Continue reading