1. Introduction -- 2. The theory of complex responsive processes : understanding organizations as patterns of interaction between people -- 3. Understanding organizing activities as the game : implications for leadership and management tools and techniques -- 4. The leadership and management...

chapter 1 Contradiction: Experiencing the reality of uncertainty but still believing that executives choose an organization’s ‘direction’ -- chapter 2 How we came to believe that leaders and managers choose an organization’s direction: professional identifi cation with the sciences of...