Complexity, Innovation, Knowledge and Learning: A quantum interpretation of management

Concepts on Complexity in French

One of my students (Aline Birnbaum) has finished a nice piece of work (in French) on the most important concepts of Complexity Theory. For those who would be interested.

Some recent articles

I would like to share two of my latest  academic contributions. I have contributed "A business school's challenge: a learner centered individualised curriculum, developing in community managerial diversity" to Meyer H and Michel M (Eds), Shaping the future with international business education, Bremen, 2006.

For the Global Compact Adacemic Network conference in Cleveland, 2006, I have contributed: "Turning management learning into a source of sustainable economic development: Experiments with an innovative pedagogical approach".

Management Education - An international comparison

Last week XIME (Bangalore) held a conference around the practice of management education around the world. Seemingly most B-schools struggle with roughly the same kind of problems, the one that I wanted to pick up was that unfortunately most students of top schools come for the diploma, and much less for the learning.  Many interesting suggestions have been made.  I would like to share with you the paper that I have presented myself, titled: "Choices and challenges for the French B-Schools: Companies need holistic managers and no longer accountants." And of course, this is not only true for France.

Leadership and sustainable performance

One would think that more people have already been thinking about what corporate sustainable performance might be (other than financial performance).  My surprise that when I typed in Google "sustainable performance", almost nothing came out. Searching further, I found the site of "The value center", created by Richard Barrett.  An interesting site for those interested in a more value based approach to management.  Just one highlight.

He compares healthy leaders with unhealthy leaders. The healthy leaders: share vision, model values, develop other leaders, encourage innovation, support people, sustain with structure and systems, revive spirits.  The unhealthy leaders: are addicted to power, love the podium, enjoy patronage, want expensive pers/pays, show shadow side of personality, create organisational pathology. A rapid check in which of the two categories we fall?