These are interesting times, in which the prevalence of complex systems has been widely recognised, and yet we’ve continued to try to manage those systems using tools conceived for simpler, mechanical models. Those complex systems characterise everything from global economies to business organisations and their relationships with their markets.
The attraction of simplicity is obvious: it gives us a clear path of action. The problem is also obvious, that oversimplification can obscure what really needs to be done. The global banking crisis is only the most recent catastrophic example of what can go wrong when we believe a blinkered myth of our own potency.
That myth is consistent with the characteristics of left brain function so carefully described and explored by Iain McGilchrist in his book, The Master and his Emissary. If McGilchrist is right (and to my mind at least he is persuasive) the processes that go on…
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