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Organize for Complexity: How to Get Life Back Into Work to Build the High-Performance Organization
A book about complexity and work - and about how to deal productively with both.
A condensed introduction to the theory and practice of organizational high performance.
A manifesto for contemporary leadership and profound transformation in organizations of all kinds.
"Boldly, Pflaeging dissects classic management theory and in a well-humored manner, offers coherent alternatives." Harvard Business Review
"Niels Pflaeging is the father of the end of management." Winfried Felser, competence-site
"When Pflaeging shakes the dogmas of management, they crumble in his hands." Financial Times Germany
"Niels Pflaeging is always right up front, where the new in business is getting measured and mapped." Peter Felixberger, changeX
A condensed introduction to the theory and practice of organizational high performance.
A manifesto for contemporary leadership and profound transformation in organizations of all kinds.
"Boldly, Pflaeging dissects classic management theory and in a well-humored manner, offers coherent alternatives." Harvard Business Review
"Niels Pflaeging is the father of the end of management." Winfried Felser, competence-site
"When Pflaeging shakes the dogmas of management, they crumble in his hands." Financial Times Germany
"Niels Pflaeging is always right up front, where the new in business is getting measured and mapped." Peter Felixberger, changeX
142 pages, Paperback
First published March 19, 2014
29 people are currently reading
505 people want to read
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Displaying 1 - 30 of 38 reviews
August 31, 2016
Great book about modern leadership and management with ideas guided by Theory Y and globalization. A must-read for all who wants to build high-performance organizations free of bureaucracy and command-and-control culture.
It's written to explain its ideias in a simple way, full of illustrations.
If you want to read a more complete book about the subject, I do recommend reading 'Beyond Budgeting' from the same author. If you've already done this, 'Organize for Complexity' won't tell you much more (just like an illustrated summary for 'Beyond Budgeting').
It's written to explain its ideias in a simple way, full of illustrations.
If you want to read a more complete book about the subject, I do recommend reading 'Beyond Budgeting' from the same author. If you've already done this, 'Organize for Complexity' won't tell you much more (just like an illustrated summary for 'Beyond Budgeting').
November 9, 2014
Ótimo livro. Algumas vezes tive a impressão de que não estava completo. Mas creio que a ideia seja essa. Colocar uma pulga atrás de nossa orelha para correr atrás e fazer acontecer. O negócio e começar a praticar e iterar. Recomendo também a leitura do livro Liderando com Metas FlexÃveis.
December 22, 2021
Book consists of 'main' content - chapters where each page describes some concept with very few words and many pictures. Also, there is a 'Bonus chapter' that consists of the author's interview - where the author explains the concept of Alpha versus Beta organizations.
After reading the central part, I was disappointed with the book because described concepts didn't merge into one picture. And while there were some nuggets of interesting thoughts, I didn't get the book's central theme. And I even didn't want to read the author's 'interview' because the author is not a point of interest for me. But after actually reading that part book started to make much more sense for me. Thus, I recommend reading the book from the 'Bonus chapter.'
After all the author's explanations in the 'interview' chapter, it will be much easier to follow and understand the content from the 'main' part of the book, and the book's theme will make much more sense.
After reading the central part, I was disappointed with the book because described concepts didn't merge into one picture. And while there were some nuggets of interesting thoughts, I didn't get the book's central theme. And I even didn't want to read the author's 'interview' because the author is not a point of interest for me. But after actually reading that part book started to make much more sense for me. Thus, I recommend reading the book from the 'Bonus chapter.'
After all the author's explanations in the 'interview' chapter, it will be much easier to follow and understand the content from the 'main' part of the book, and the book's theme will make much more sense.
September 19, 2014
Is a Good book. Soft, Fast and inspirate. Not has intending to be deep, but to plant a seed of unconformity. Have very friendly graphics, and Insights generous. I recommend it Yes. I don't give five star, because i wanna more, including tools and tips.
May 8, 2021
Quick’n’easy guide of why network organizations will prevail.
Good for assuring readers who already got that structures and top-down directives are impediments set not for scale. This book motivates, like really.
Good for assuring readers who already got that structures and top-down directives are impediments set not for scale. This book motivates, like really.
September 7, 2022
Interesting read - will keep it as a resource
July 24, 2021
Very good thought-stimulating book. Clear concepts, facts, and some parts I would argue with, but still bringing the provocative value.
I definitely changed some of my points of view, and now I'm eager too dig deeper.
I definitely changed some of my points of view, and now I'm eager too dig deeper.
December 29, 2014
I got book Organize for Complexity when I was at Dare Festival in Belgium about a month ago. Author Niels Pflaeging did also give a speech at the conference. The contents of the speech and the book (or perhaps booklet) were mainly the same, so this review is a bit about both of those.
Topic of the book interests me a lot. I've recently had many thoughts, writings and discussions about how organizations should be organized in the future, to be able to suit the markets of the future and the needs of next generation workforce.
This short book is a good first step to the new organizational thinking. It gives some initial ideas why the organizations should change and it gives one simple view to the challenge. It is not a book as such, more of a booklet with few paragraphs and illustrative pictures. It gives basic ideas well and raises some thoughts, but it lacks all critical thinking and discussion about the subject.
I liked the ideas what Niels seems to have, but I don't think this book really brings those forward. It's almost as powerpoint slides would have been transferred to book format. It isn't really a proper book, but it has some powerful thoughts.
If you want to have a simple touch on the organizations of the future, this book might be for you. The contents are valuable, the format of the book wasn't just to my taste.
This review was originally published in my blog -
Topic of the book interests me a lot. I've recently had many thoughts, writings and discussions about how organizations should be organized in the future, to be able to suit the markets of the future and the needs of next generation workforce.
This short book is a good first step to the new organizational thinking. It gives some initial ideas why the organizations should change and it gives one simple view to the challenge. It is not a book as such, more of a booklet with few paragraphs and illustrative pictures. It gives basic ideas well and raises some thoughts, but it lacks all critical thinking and discussion about the subject.
I liked the ideas what Niels seems to have, but I don't think this book really brings those forward. It's almost as powerpoint slides would have been transferred to book format. It isn't really a proper book, but it has some powerful thoughts.
If you want to have a simple touch on the organizations of the future, this book might be for you. The contents are valuable, the format of the book wasn't just to my taste.
This review was originally published in my blog -
June 14, 2014
Great book! The author had me at "behavior shaping context." This slim and engaging volume puts the emphasis on creating the process space that creates success. It's about creating the circumstances that allow people to interact in productive manners. Well researched and with a systems-thinking approach that includes human psychology, 'Organize for Complexity' includes many useful golden nuggets that the corporate guerrilla can use to encourage culture change, such as "Profit maximization and shareholder value theories are mechanistic, and ultimately anti-social dogmas. Success is not a zero-sum game. And neither is it just 'win-win.' Success ensues when a virtuous cycle between the value creation for employees, customers, society and owners is produced." Want to know how to do that? Read this book!
January 4, 2015
It is a must read for those, who feel that hierarchies, bonuses, command and control management � is not the right approach for modern organizations to follow and needs to be changed for better performance. You will enrich this list of “things to change� with even more principles and approaches after reading the book.
This book covers many topics but not too deeply, that’s why it leaves you with more questions than answers after reading it. It will definitely make you think, explore and seek for more information to do the change.
Full review may be found here
This book covers many topics but not too deeply, that’s why it leaves you with more questions than answers after reading it. It will definitely make you think, explore and seek for more information to do the change.
Full review may be found here
June 19, 2015
Things I will remember:
Problem solving in a living system is about communication
Centralized coordination is a luxury organizations in complex markets cannot afford.
Learning chained interviews in stead of performance development reviews
p 108-109 is interesting: influence speedometer.
Problem solving in a living system is about communication
Centralized coordination is a luxury organizations in complex markets cannot afford.
Learning chained interviews in stead of performance development reviews
p 108-109 is interesting: influence speedometer.
July 10, 2021
In the reductionist paradigm, macro behavior of a system is simply the linear sum total of the properties of its micro components. So, when we need to understand, diagnose and improve a system, we can simply functionally decompose the problem till we arrive at its atomic components, and then make the necessary interventions. This is also the thought most managers and leaders continue to entertain about #organizations. Unfortunately (rather fortunately!), social systems like organizations are a #complexadaptivesystem that don't obey reductionist paradigm, and hence attempts to solve problems in classical manner not only not work but can often make the problem worse than before!
I enjoyed Niels Pflaeging's easy-to-read book on how organizations need to recognize complexity and not merely solve the problems in a classical #reductionist approach. The book is not only probably the most readable, but also maps complexity to organizations for newbies. As Niels rightly reminds - in a complex system, it is the #interactions that lead to the complex behavior and not the constituent elements. So, tweaking the elements will not only not yield the desired changed, it can lead to other complex behaviors that can further make the situations worse. All #leaders need to learn #complexity!
I enjoyed Niels Pflaeging's easy-to-read book on how organizations need to recognize complexity and not merely solve the problems in a classical #reductionist approach. The book is not only probably the most readable, but also maps complexity to organizations for newbies. As Niels rightly reminds - in a complex system, it is the #interactions that lead to the complex behavior and not the constituent elements. So, tweaking the elements will not only not yield the desired changed, it can lead to other complex behaviors that can further make the situations worse. All #leaders need to learn #complexity!
February 26, 2021
The book is great in the way it presents and visualizes concepts. I really love some of the ideas and approaches.
Still I did not like the author's populist writing as opposed to critically analyzing. I wish every new idea was analyzed in terms of its core pros and cons, not in a way implying "This is the panacea, this is how it should be done, everywhere" I also found that some of his ideas would not stand the test of practice.
Nonetheless, the book is a great read for people who have not been interested in soft skills, teams, organizations and would like to be up to date and maybe start thinking human. Just maybe, as I think the book often dangerously overlooks the human aspect.
For those who have been interested in organizational development, I do think the book has some great ideas to offer. Still ideas need to be applied with a substantial doze of critical analysis and adaptation.
Do read it. I am sure you will take something out for you, through your lens!
Still I did not like the author's populist writing as opposed to critically analyzing. I wish every new idea was analyzed in terms of its core pros and cons, not in a way implying "This is the panacea, this is how it should be done, everywhere" I also found that some of his ideas would not stand the test of practice.
Nonetheless, the book is a great read for people who have not been interested in soft skills, teams, organizations and would like to be up to date and maybe start thinking human. Just maybe, as I think the book often dangerously overlooks the human aspect.
For those who have been interested in organizational development, I do think the book has some great ideas to offer. Still ideas need to be applied with a substantial doze of critical analysis and adaptation.
Do read it. I am sure you will take something out for you, through your lens!
May 7, 2019
I’ve read the illustrated edition. Like every illustrated business book, it’s easy to get in, fun to read and a very approachable point of entrance to the theory. I love the current tendency in creating them.
By counterpart, it only scratch the surface of many interesting topics. Enough for managers or business people looking for an general answer or putting some order in their change needs and ideas, a good book to give to them. On the other hand, interesting reading for change agents that know deeper about some explained topics due to the systemic organization of all that topics. If you know Kotter, Teal orgs and so on, it’s another must reading in the organizational design topic. But if you want to know how to deal with change and the initiatives explained briefly in this book, you will have to research in another publications.
Easy good reading, recommended.
By counterpart, it only scratch the surface of many interesting topics. Enough for managers or business people looking for an general answer or putting some order in their change needs and ideas, a good book to give to them. On the other hand, interesting reading for change agents that know deeper about some explained topics due to the systemic organization of all that topics. If you know Kotter, Teal orgs and so on, it’s another must reading in the organizational design topic. But if you want to know how to deal with change and the initiatives explained briefly in this book, you will have to research in another publications.
Easy good reading, recommended.
September 27, 2017
A quick read, nicely packed, to the point. If you saw Niels talk, the book reminds you a lot of it, which makes it much more entertaining. Not many new things in there afterwards, but it makes for a good reference. The strongest point, in my opinion, is that the entire content remains very straightforward, no softening the blow, no dressing things up, just very factual and direct.
April 5, 2020
A great management book that describes and alternative way of managing companies and teams without mentioning 'agile'. I agree with his outlook and approach and see the same challenges as a Project Manager and a Consultant.
How do you persuade people to change their behaviour when they are wedded to a system that is not working for them personally or as part of an organisation.
How do you persuade people to change their behaviour when they are wedded to a system that is not working for them personally or as part of an organisation.
December 26, 2021
This book of Niels is a cocktail party. There is only appetizers, but it’s a great repository pf many of the crucial aspects of organizational design, paradigm and management that have to be addressed to humanize work and step away once and for all from the soul crushing constraints of mechanistic management.
December 13, 2017
Libro super sencillo, corto porque está muy condensado. Muy interesante porque ss muy visual. Si conoces sobre el tema puede que no te aporte mucho más que algunas comparaciones entre modelos, si no, puede ser un buen punto de inicio
February 6, 2018
Super nice book about beta organizations.
Of course I don't agree with everything, but the direction of organizations towards beta just to survive I agree on and anticipate very much.
Great book.
Of course I don't agree with everything, but the direction of organizations towards beta just to survive I agree on and anticipate very much.
Great book.
September 3, 2019
Quite simple book with general ideas, as usual most complex questions have been avoided. Could be read for general ideas about network organizations.
April 3, 2020
Excellent summary of Alpha/Beta companies model and the need for change. The only downside for me was the somewhat sluggish translation into English, that showed up in couple of passages.
February 12, 2021
In dit boek wordt beschreven hoe je je organisatie kan inrichten om maximale complexiteit aan te kunnen.
August 22, 2021
Lots of mottos and aspirations. Little of “how to make it real�.
July 7, 2023
No me pareció del todo realista
February 3, 2025
Worth reading at least once!
October 22, 2016
This is a small book on work and complexity. The book is intended to be a "textbook for thinking about organizations," a "source of inspiration," a "dictionary," and a "workbook" (p.x). Niels Pflaeging argues that "we must create and sustain organizations that are � robust for complexity, as well as fit for human beings" (p.xii).
Niels Pflaeging calls "control through bosses" Alpha, and "self-regulation within the team" Beta (p.26). Frederick W. Taylor introduced Alpha, the idea of "consistently dividing an organization between thinking people (managers) and executing people (workers)" (p.4). Pflaeging argues that "complexity can be neither managed, nor reduced" (p.9). What matters for "dealing effectively with complexity is human beings" (p.9). In organizations, a few "messes," causes "problems," and even more "symptoms" (p.12). By acting on the "messes with adequately complex solutions, many problems dissolve" (p.12).
Our "assumptions � shape our behavior, and the way we � run organizations" (p.17). The way we design our organizations, Alpha or Beta, depends on "the assumptions we hold about the human nature" (p.17). And the "diversity in motivations and preferences" between people "can be an asset, or a liability, depending on the level of self-reflection present" (p.23). An individual's behavior "is shaped by motives, preferences, and competencies" (p.25). Value, or results, arise from the "interaction between � individuals" (p.27). And people "communicate & connect in wildly different manners" (p.28).
"Teams" and "Groups" are different (p.35). "Teams are multi-functional, � or functionally integrated," while "Groups are uni-functional, or functionally differentiated" (p.35). Niels Pflaeging thinks that a better term for "self-organization" is a "socially dense market-organization" (p.36). He also thinks that "social pressure, used correctly," is "far more powerful than hierarchy" (p.37). "Coordination/communication" within the Team is "usually combined with market-like dynamics" (p.40). The communication "between teams is peer-to-peer" (p.41). Markets "require decentralization" (p.41).
Every organization has "informal structures" in which "social phenomena arise" (p.46). Informal structures "cannot be purposefully molded" (p.81). Every organization also has a "value creation structure" (p.47). "Organizational robustness � comes from the � inter-connections" between individuals and teams (p.48). And "decisions are taken where interaction with � the market occurs" (p.53). "Culture," furthermore, "is observable but not controllable" (p.54). "Market dynamics do the steering" (p.64). "Market pull � connects the market with the organization" (p.66).
Individuals are "not confined to one role" in a "decentralized network structure" (p.72). They "build individual role portfolios of their own" (p.72). Leadership is a "social process" which "operates by influencing people and their contexts" (p.77). Leadership "is a role, a kind of work, not a job" (p.83). Leadership "means working the system, not the people" (p.78). Reqruiting is the most important "leadership task of all" (p.84). Team-based "results" are made visible (p.79). "The interests of stakeholders are � interdependent" (p.81). A successful organization creates value "for all stakeholders" (p.81).
"Dynamic-robust network organizations need � efficient decision-making" (p.88), and "fast and easy access to information" (p.86). "Consultative individual decision-making" can be found "in organizations with � decentralized decision-making" (p.88). Consultation refers to "the collection of information and advice, before making a decisions" (p,88). Beta "requires dealing with power and communication" in ways which are "not built into" our "reflexes"(p.101).
Organizational change "thrives on being operated � by all the members of the organization" (p.105). It can neither be "planned, nor programmed" (p.105). Profound "organizational and personal" change are "intertwined and inseparable" (p.107). "There are three things that anyone can do to � nudge" change (p.109): (1) "Encourage � dialogue and networking;" (2) "Use existing forums;" (3) "Remove what hinders" (p.109).
To summarize, this is a small book which is very easy to read. Nils Pflaeging addresses questions related to people, work and complexity, with a strong emphasis on market dynamics. Maybe too strong? Getting life back to work has as much to do with compex human relationships as with market pull. The book has wonderful illustrations and can be used as a source of inspiration.
Niels Pflaeging calls "control through bosses" Alpha, and "self-regulation within the team" Beta (p.26). Frederick W. Taylor introduced Alpha, the idea of "consistently dividing an organization between thinking people (managers) and executing people (workers)" (p.4). Pflaeging argues that "complexity can be neither managed, nor reduced" (p.9). What matters for "dealing effectively with complexity is human beings" (p.9). In organizations, a few "messes," causes "problems," and even more "symptoms" (p.12). By acting on the "messes with adequately complex solutions, many problems dissolve" (p.12).
Our "assumptions � shape our behavior, and the way we � run organizations" (p.17). The way we design our organizations, Alpha or Beta, depends on "the assumptions we hold about the human nature" (p.17). And the "diversity in motivations and preferences" between people "can be an asset, or a liability, depending on the level of self-reflection present" (p.23). An individual's behavior "is shaped by motives, preferences, and competencies" (p.25). Value, or results, arise from the "interaction between � individuals" (p.27). And people "communicate & connect in wildly different manners" (p.28).
"Teams" and "Groups" are different (p.35). "Teams are multi-functional, � or functionally integrated," while "Groups are uni-functional, or functionally differentiated" (p.35). Niels Pflaeging thinks that a better term for "self-organization" is a "socially dense market-organization" (p.36). He also thinks that "social pressure, used correctly," is "far more powerful than hierarchy" (p.37). "Coordination/communication" within the Team is "usually combined with market-like dynamics" (p.40). The communication "between teams is peer-to-peer" (p.41). Markets "require decentralization" (p.41).
Every organization has "informal structures" in which "social phenomena arise" (p.46). Informal structures "cannot be purposefully molded" (p.81). Every organization also has a "value creation structure" (p.47). "Organizational robustness � comes from the � inter-connections" between individuals and teams (p.48). And "decisions are taken where interaction with � the market occurs" (p.53). "Culture," furthermore, "is observable but not controllable" (p.54). "Market dynamics do the steering" (p.64). "Market pull � connects the market with the organization" (p.66).
Individuals are "not confined to one role" in a "decentralized network structure" (p.72). They "build individual role portfolios of their own" (p.72). Leadership is a "social process" which "operates by influencing people and their contexts" (p.77). Leadership "is a role, a kind of work, not a job" (p.83). Leadership "means working the system, not the people" (p.78). Reqruiting is the most important "leadership task of all" (p.84). Team-based "results" are made visible (p.79). "The interests of stakeholders are � interdependent" (p.81). A successful organization creates value "for all stakeholders" (p.81).
"Dynamic-robust network organizations need � efficient decision-making" (p.88), and "fast and easy access to information" (p.86). "Consultative individual decision-making" can be found "in organizations with � decentralized decision-making" (p.88). Consultation refers to "the collection of information and advice, before making a decisions" (p,88). Beta "requires dealing with power and communication" in ways which are "not built into" our "reflexes"(p.101).
Organizational change "thrives on being operated � by all the members of the organization" (p.105). It can neither be "planned, nor programmed" (p.105). Profound "organizational and personal" change are "intertwined and inseparable" (p.107). "There are three things that anyone can do to � nudge" change (p.109): (1) "Encourage � dialogue and networking;" (2) "Use existing forums;" (3) "Remove what hinders" (p.109).
To summarize, this is a small book which is very easy to read. Nils Pflaeging addresses questions related to people, work and complexity, with a strong emphasis on market dynamics. Maybe too strong? Getting life back to work has as much to do with compex human relationships as with market pull. The book has wonderful illustrations and can be used as a source of inspiration.
July 10, 2016
Desde que li o livro , de , me interessei por entender uma "nova forma" para organizar as empresas. O livro , traz uma visão bem direta dessa mudança. O próprio autor tinha por objetivo neste livro ser mais direto, utilizando figuras. Eu, particularmente, senti falta de mais aprofundamento em alguns temas (o que não é algo ruim, já que despertou a necessidade de procurar e estudar mais).
Por fim, é um livro que faz você pensar e buscar novas formas de atuação e influência para tornar a nossa empresa melhor.
Por fim, é um livro que faz você pensar e buscar novas formas de atuação e influência para tornar a nossa empresa melhor.
October 25, 2016
This book usefully challenges conventional thinking and helps leaders think more expansively about adaptive change in business. The author has a financial background, which lends credence to his philosophy to challenge leaders to move beyond budgeting (his earlier publication) and beyond the traditional view of hierarchy and "us and them" when interacting with clients and community.
The superb, clear graphics include what he calls the bathtub model and describe why we need to move beyond Tayloristic thinking in this globalized, dynamic market-based world. This part, alone, is worth the low price of the book. This slender volume is also a useful tool for anyone who wants to better explain the reasons for adaptive change to their peers and colleagues. Highly recommended!
The superb, clear graphics include what he calls the bathtub model and describe why we need to move beyond Tayloristic thinking in this globalized, dynamic market-based world. This part, alone, is worth the low price of the book. This slender volume is also a useful tool for anyone who wants to better explain the reasons for adaptive change to their peers and colleagues. Highly recommended!
October 9, 2015
The ideas presented in the book are quite interesting and presented in a simple and accessible manner. The ways to work as described make a lot of sense, nevertheless the book will mainly state them and will not explain how these conclusions have been reached. But this would also go beyond the scope of the book.
July 12, 2017
Good book with lots of interesting concepts. Certainly made me think about organisational design very differently and will influence how I design teams and structures going forwards. However with my HR hat on, I struggle to see how I can manage risk and underperformance as part of the Beta model. Also I would have loved some more practical examples of how this works in the real world.
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