Rating: 
Summary: Can we believe them!
Review: A typical format from a journalist (science writer). Similar to the original "Life at the Edge" by Lewin, and the original book on "Complexity" by Waldrop. They just keep on telling us how important complexity science is, and how the world can no longer be run on the old mechanistic principles that got us this far. This line is so overused and boring. Wow; major insight from the authors: The world revolves around relationships. And finally, their narratives ( not case studies as they are careful to point out) are different accounts from Monsanto to Du Pont. Can we believe them? These stories hardly confirm anything about why complexity science is so important. But to be fair the authors admit this right up front when they say they are not trying to establish formal proof, but rather seek resonannce and verisimilitude as a source of validation, rather than validity. And for this honesty they get 2 stars not 1.
Rating:
Summary: Can we believe them!
Review: A typical format from a journalist (science writer). Similar to the original "Life at the Edge" by Lewin, and the original book on "Complexity" by Waldrop. They just keep on telling us how important complexity science is, and how the world can no longer be run on the old mechanistic principles that got us this far. This line is so overused and boring. Wow; major insight from the authors: The world revolves around relationships. And finally, their narratives ( not case studies as they are careful to point out) are different accounts from Monsanto to Du Pont. Can we believe them? These stories hardly confirm anything about why complexity science is so important. But to be fair the authors admit this right up front when they say they are not trying to establish formal proof, but rather seek resonannce and verisimilitude as a source of validation, rather than validity. And for this honesty they get 2 stars not 1.
Rating: 
Summary: A Complete Work !
Review: From the first deep metaphor about vernal pools (not a failed pond but a force for ecological good) to the closing plea for care-full organizations (engage people's stories and dreams; patient and diligent; listen, respond, intuit), this book engaged my mind, feelings, passion, and excitement. It took awhile to read because I could barely get past one chapter at a time--its extremely relevant contents and powerful examples stirred my reflective energies.I admit coming to this book already believing in chaos, systems, and feedback systems theory as extremely applicable to business organizations. My appetite was whetted by Margaret Wheatley's "Leadership and the New Science." I was looking for tangible examples about how these theories work in business. Roger Lewin and Birute Regine proved to me they can. They further helped me understand and provided a language about complexity science as the zone between stable and chaotic states of complex systems where adaptation and evolution take place. Reviewing the passages I highlighted richly describe fundamental properties about complex systems. In between are stories of real people who achieved success and how they did it. Thus, the book is complete in describing the whats, hows, and whys of getting people successfully working together. It now occupies a prominent place in my repertoire to facilitate teams through complex projects.
Rating:
Summary: The Best Book on the Business Lessons of Complexity Science
Review: I have read over two dozens books on complexity science and its applications to organizations of all types. Clearly, The Soul At Work is the best of those books. If you already know something about complexity science and its business applications and want to learn more or simply want to get started on the subject, this is the book you should read. Here's why. First, the authors are very fine writers. They also seem to have had outstanding editing. The book is by far the best written of any that I have read on this subject, and is among the best written of any business books I have read as well. This quality particularly shows up in clarifying ideas that can be hard to grasp (complexity science), explaining very interesting examples, and connecting the ideas to the examples in very useful ways. Second, most of the examples are fresh, so you will learn something new by reading these cases. Most business books choose the same examples over and over (do IBM and Coca-Cola seem familiar?), and it gets a little tiring for the reader. The one example in The Soul at Work that I was familiar with was Verifone, and the authors developed lots of new material there that substantially added to my understanding. Third, the cases have a lot of variety in them (as to type of organization, size of organization, the people profiled, the cultural background of the organization, and so forth) which provides a multidimensional perspective that is very helpful. Fourth, the authors successfully contrast their ideas with the humanistic approach to management and the engineering approach, which is a useful backdrop for understanding what they have to say. Anyone who does prefer the humanistic approach will like this book, and will get many new ideas for employing that direction. Fifth, and most importantly, the central theme of the book rings very true to me based on my over 30 years of consulting experience with organizations of all kinds. Trust-based relationships are an essential element of how organizations become more effective. Improve the trust, and any organization works better. The main reason is that trust helps overcome the stalls of poor communication, procrastination, bureaucracy, tradition, disbelief, and avoiding unattractiveness. Although others have made this point, The Soul at Work makes the point better. If you think about the new electronically-connected world, you can see that its main limitation is establishing trust before we can each feel comfortable extending ourselves and our connections in new directions. If you only read one business book this year, this is my recommendation. It's the best business book I have read since The Living Company by Arie de Geus.
Rating:
Summary: The Best Book on the Business Lessons of Complexity Science
Review: I have read over two dozens books on complexity science and its applications to organizations of all types. Clearly, The Soul At Work is the best of those books. If you already know something about complexity science and its business applications and want to learn more or simply want to get started on the subject, this is the book you should read. Here's why. First, the authors are very fine writers. They also seem to have had outstanding editing. The book is by far the best written of any that I have read on this subject, and is among the best written of any business books I have read as well. This quality particularly shows up in clarifying ideas that can be hard to grasp (complexity science), explaining very interesting examples, and connecting the ideas to the examples in very useful ways. Second, most of the examples are fresh, so you will learn something new by reading these cases. Most business books choose the same examples over and over (do IBM and Coca-Cola seem familiar?), and it gets a little tiring for the reader. The one example in The Soul at Work that I was familiar with was Verifone, and the authors developed lots of new material there that substantially added to my understanding. Third, the cases have a lot of variety in them (as to type of organization, size of organization, the people profiled, the cultural background of the organization, and so forth) which provides a multidimensional perspective that is very helpful. Fourth, the authors successfully contrast their ideas with the humanistic approach to management and the engineering approach, which is a useful backdrop for understanding what they have to say. Anyone who does prefer the humanistic approach will like this book, and will get many new ideas for employing that direction. Fifth, and most importantly, the central theme of the book rings very true to me based on my over 30 years of consulting experience with organizations of all kinds. Trust-based relationships are an essential element of how organizations become more effective. Improve the trust, and any organization works better. The main reason is that trust helps overcome the stalls of poor communication, procrastination, bureaucracy, tradition, disbelief, and avoiding unattractiveness. Although others have made this point, The Soul at Work makes the point better. If you think about the new electronically-connected world, you can see that its main limitation is establishing trust before we can each feel comfortable extending ourselves and our connections in new directions. If you only read one business book this year, this is my recommendation. It's the best business book I have read since The Living Company by Arie de Geus.
Rating:
Summary: I am buying multiple copies for leaders in my community!
Review: I recently heard Margaret Wheatley say it's difficult to dislike someone whose story you know. How powerful. What I love about this book is its emphasis on stories. Not only do Roger and Birute tell the stories of those who have listened to their intuition regarding the world, they encourage each of us to tell our own story and listen to the stories of those around us. It is through our stories that we find genuine connection, and through genuine connection that we find community. I LOVE these ideas and am thankful for this thoughtful and generous reminder. I enjoyed this book from the first to the last page. I leave with many thoughts and ideas on how to move into the rest of my life. I do intend to buy multiple copies, send them as gifts to key leaders in the community where I live and then invite them to join me in discussing the implications for our children and grandchildren. This is a wonderful companion to the work of Margaret Wheatley, Myron Kellner-Rogers, Tom Petzinger, Dee Hock, Stuart Kauffman, Per Bak, and so many others. Thank you Roger Lewin and Birute Regine.
Rating:
Summary: What Counts
Review: It is simple, the book is about what counts. "The Soul at Work" is about people, the most important aspect of business. The writing is seamless and the book is a true joy to read. Filled with vivid images, and powerful stories it covers a key aspect of business that is usually misunderstood. The book centers on complexity theory and it's connections to adaptive systems. It focuses on what matters to people and instead of using gimmicks and tricks to motivate people, it stresses genuine concern. The ideas of the book unleash the strengths of people and thus making them more creative, adaptive, and effective. In my own experience as a leader I have seen the effects of the ideas. I have seen people become innovative and fiercely determined to succeed. This came from a group of people that these traits were not present in the same intensity as I see them now. This is a result of principle application. It is not a guide, or manual. The ideas are a way of thought and behavior, always bringing out the best in people.
Rating:
Summary: An outstanding contribution to business literature.
Review: The first thing I'll say about this book is, it's exceptionally readable. Thank God for that. I've slogged through way too many business books that are dull, dull, DULL; this one is engaging, anecdotal, relaxed and fun. (Speaking as a professional freelance writer, I know how much labor is required to make prose that's relaxed and fun.) Second thing is, the ideas presented here are intensely valuable. The book offers a splendid model for managing, based on "complexity science," specifically the study of "complex adaptive systems" - a fairly new way of looking at complex systems (like companies) and scoping out how they behave. The authors, Lewin & Regine, bring these vital concepts into the real world. If you're new to these terms, you owe it to yourself to get acquainted with them here. If you're familiar with the terms, you're probably intrigued, as I am, and ya gotta get this book! I'm reminded as I read Lewin & Regine of the work of Margaret J. Wheatley & Myron Kellner-Rogers. These people are on to something big.
Rating:
Summary: Case studies of success with complexity
Review: The goal of most change programs today is a flexible, adaptive organisation with highly motivated people who will identify and exploit new opportunities in ways that contribute to corporate strength and viability and also to improving the human condition. To achieve that, what you need is not better analysis, better extrinsic 'motivation' or better control. You need to change your focus and the way you see the world. That is the message of this set of case studies of organisations that are succeeding in the hard task of building organisations that are highly successful in dynamic markets and that fully reflect the aspirations and values of employees, customers and other stakeholders. The authors are specialists in complexity science and the dynamics of relationships. The view of organisation as a 'complex adaptive system' and the belief that the key to business success in times of uncertainty lies in the quality of relationship are increasingly accepted. What this book adds is a clear and practical synthesis of these streams of thought and practice, based on a set of detailed case studies that get inside the values, beliefs and feelings of the participants in wide ranging transformational change. From their experiences the authors draw out the reasons for confronting radical change and the set of values and processes that appear to be most useful for those venturing on their own necessarily unique journey. A major strength of the book is its success in conveying what it feels like to commit oneself to unknown risks in pursuit of a goal that can not be fully defined. The external driver is rapid market change, the main internal driver is the need to reconnect to the human spirit and re-ignite genuine shared commitment to inspiring goals. The book identifies the commercial and psychological rewards as well as the dilemmas and disorientation for both the leaders and the led as they start their journey, and shows how apparently simple changes can produce the kind of 'limited chaos' that is needed for creative transformation. OD practitioners should not expect to find blinding insights into novel practices. The approaches to leadership, reliance on teams, focus on relationship and use of the existing culture to find ways of 'nudging' the existing culture into change are all part of today's currency of change management. What the authors do is provide another very approachable way of showing how these elements fit together and include both a rationale for particular processes and ways of behaving and examples of the dilemmas encountered along the way. For a really good 'manual' for working with whole systems and with complexity, see Pratt, Gordon and Plamping: Working Whole Systems (listed at Amazon.co.uk but not currently at Amazon.com).
Rating:
Summary: Nobel should recognise this genre
Review: The Nobel prize for economics has often been awarded for subjects of far less organisational value than complexity science - the emerging curriculum which authors Lewin and Regine develop in this book and encourage you to translate into practical action. In my mind, every CEO `should' profit hugely from reading this book. However, to do so requires sharing a belief. Namely that organisational decision-making now needs to be designed so that everyone is connected to relationship-building with stakeholders. This is a very different operating standard from the transactional one that most 20th C companies institutionalised. So, for some the challenge of change will transactional dealings with people why should we change now to a own as a corporate marketer would be that the transparent communications nature of "the net" is changing everything. Read for example the with fellow marketers. The authors' reply comes firstly from a human resources perspective. The following is an over-simplication of the story that resonates through their book. Today's organisations can't expect to keep on growing by swapping knowledge workers on ever shorter tours of duty before they're recruited by someone else. Designing into work an environment in which a knowledge worker passionately connects his or her own skills with serving stakeholders is the smart way forward. Ultimately, most humans care more about working to make a difference than the short-term figures on the paycheck. Recent interviews show the emergence of a critical mass of companies that understand this picture, and are working to realise it by truly caring about the people relationships they have with every type of stakeholder. If one of your competitors has matured into this 21st C of organisational being and you haven't, how long do you have before each of your types of stakeholders discovers this and quits you for a place where everyone has more soul at work and more integrity in the way external customers are related to? The following extract provides an insight into why this book's human curriculum should be worth your while they have a mutual effect on one another something novel emerges. Anything that enhances these interactions will enhance the creativity and the adaptability of the system. In human organisations, this translates into agents as people, and interactions with mutual effect as being mutual respect, and have a mutual influence and impact on each other. From this emerges genuine authenticity and care. Care is not a thing but an action - to be care-full - to care about your work, to care for fellow workers, to care for the organisation, to care about the community. Companies guided by complexity science use open and prolific communication - a system grounded in genuine care that enhances relationships - with CEOs engendering trust and loyalty in their people, and the people being more willing to contribute to the needs of the company..."
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