Maps of complexity and organizational learning

Abstract

This paper suggests that in the context of complex organizations, operating in complex environments, new ways need to be designed to develop effective management and organizational learning. Based on work conducted with middle managers in three large global corporations, the paper argues that management is largely concerned with sense making. The more managers feel and think that decisions made by “top management” do not make sense, the more difficult it is for them to make sense of these decisions as they affect their own area of complexity. The paper further suggests that by mapping the perceptions of managers organizations can better develop organizational learning.

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