by Ron Schultz

Open Boundaries introduces a practical vocabulary to help managers understand, analyze, and nurture the creative process by eschewing linear “cause-and-effect” approaches to decision making in favor of an approach that thrives on ambiguity and unpredictability. Showcasing the pioneering efforts of such organizations as Xerox-PARC, Applied Biosystems, Patagonia, and the United States Marine Corps, the authors vividly illustrate the power of complexity thinking in action – from creating new markets to establishing new ways of spreading emerging knowledge throughout the company.