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The recent discovery of an archive full of personal documents of the philosopher and biologist Ludwig von Bertalanffy, founder of the General System Theory, paved the way for a reconsideration of important elements concerning his life and thought. This updated biography of a thinker, who is equally often cited as misjudged, takes into consideration all of his publications, his correspondence, as well as the secondary sources devoted to him, and attempts to reveal his richness and complexity to a general reader. This biography thus aims at initiating and promoting a study that is both critical and appreciative of his oeuvre. It equally seeks to navigate between two all too common pitfalls found in connection with von Bertalanffy: hagiographic temptation and reductive judgements, which are often ideologically motivated.

Havana's Instituto de Filosofia's First Biennial International Seminar on the Philosophical, Epistemological and Methodological Implications of Complexity Theory, was held in January 2002 in Havana, Cuba's capital city. The seminar was aimed at familiarizing Cuban researchers and professors in a more direct way with some of the current trends - and widespread scope - of the expanding field of complexity thinking, affording them the possibility of personal contacts with some of the people engaged in that effort. The seminar was attended by specialists from fifteen countries, ranging from Chile to Australia along the West-East axis, and from Norway to South Africa along the North-South one. There were participants from developed and underdeveloped countries. This book contains selected papers from the 'Complexity 2002' seminar, edited by Fritjof Capra (author of 'The Tao of Physics', 'The Web of Life: A New Scientific Understanding of Living Systems' and 'The Hidden Connections: A Science for Sustainable Living'), Alicia Juarrero (author of 'Dynamics in Action'), Pedro Sotolong, and Jacco van Uden (author of 'Complexity and Organization'). The papers have been organized in four parts: I. Sources of Complexity: Science and Information; II. Philosophical, Epistemological and Methodological implications; III. Organizational Implications; IV. Global and Ethical Implications. The papers in Part I can be said to approach the phenomenon of complexity at a very basic level. Here the issues being addressed revolve around the very fundamental question of why the complexity sciences are so important: What are the most fundamental lessons to be learned from studying complex systems? Papers included in Part II engage in a broader, philosophical investigation of some of the most general ontological, epistemological and methodological implications of the complexity approach, showing how very old questions are currently being reformulated and/or reinterpreted in the light of complexity thinking. Papers that appear in Part III address various important issues about the links between complexity and social, organizational, business and management questions. Finally, Papers in Part IV return once again to more global implications of Complexity thinking, this time dealing with Ethical and Globalization issues of contemporary world.

Organizations of all kinds struggle to understand, adapt, respond and manipulate changing conditions in their internal and external environments. Approaches based on the causal, linear logic of mechanistic sciences and engineering continue to play an important role, given people's ability to create order. But such approaches are valid only within carefully circumscribed boundaries. They become counterproductive when the same organizations display the highly reflexive, context-dependent, dynamic nature of systems in which agents learn and adapt and new patterns emerge. The rapidly expanding discussion about complex systems offers important contributions to the integration of diverse perspectives and ultimately new insights into organizational effectiveness. There is increasing interest in complexity in mainstream business education, as well as in specialist business disciplines such as knowledge management. Real world systems can't be completely designed, controlled, understood or predicted, even by the so-called sciences of complexity, but they can be more effective when understood as complex systems. While many scientific disciplines explore complexity through mathematical models and simulations, Emergence: Complexity & Organization explores the emerging understanding of human systems that is informed by this research. This 2004 Annual includes articles from Isabelle Stengers, Julie Klein, Sandra Mitchell, Glenda Eoyang, Bill McKelvey, William Sulis and many more, which explore a range of complexity-related topics from philosophical concerns through to the practical application of complexity ideas, concepts and frameworks in human organizations. Also included are a series of four reproductions of classical papers in the fields of complexity and systems: "Principles of Self-Organizing Systems" by Ross Ashby (originally published in 1962) "General Systems Theory: The Skeleton of Science" by Kenneth Boulding (originally published in 1956) "Science and Complexity" by Warren Weaver (originally published in 1948) "Emergence" by Stephen Pepper (originally published in 1926)

Organizations of all kinds struggle to understand, adapt, respond and manipulate changing conditions in their internal and external environments. Approaches based on the causal, linear logic of mechanistic sciences and engineering continue to play an important role, given people's ability to create order. But such approaches are valid only within carefully circumscribed boundaries. They become counterproductive when the same organizations display the highly reflexive, context-dependent, dynamic nature of systems in which agents learn and adapt and new patterns emerge. The rapidly expanding discussion about complex systems offers important contributions to the integration of diverse perspectives and ultimately new insights into organizational effectiveness. There is increasing interest in complexity in mainstream business education, as well as in specialist business disciplines such as knowledge management. Real world systems can't be completely designed, controlled, understood or predicted, even by the so-called sciences of complexity, but they can be more effective when understood as complex systems. While many scientific disciplines explore complexity through mathematical models and simulations, Emergence: Complexity & Organization explores the emerging understanding of human systems that is informed by this research. This 2005 Annual includes articles from Max Boisot, Ken Baskin, Robert E. Ulanowicz, Heather Höpfl, Victoria Alexander, and many more, which explore a range of complexity-related topics from philosophical concerns through to the practical application of complexity ideas, concepts and frameworks in human organizations. Also included are a series of four reproductions of classical papers in the fields of complexity and systems: "Futurology and the Future of Systems Analysis" by Ida R. Hoos (originally published in 1972) "A Form of Logic Suited for Biology" by Walter M. Elsasser (originally published in 1981) "Beyond Open Systems Models of Organization" by Louis R. Pondy (originally unpublished conference paper from 1976) "The Architecture of Complexity" by Herbert A. Simon (originally published in 1962)

Organizations of all kinds struggle to understand, adapt, respond and manipulate changing conditions in their internal and external environments. Approaches based on the causal, linear logic of mechanistic sciences and engineering continue to play an important role, given people's ability to create order. But such approaches are valid only within carefully circumscribed boundaries. They become counterproductive when the same organizations display the highly reflexive, context-dependent, dynamic nature of systems in which agents learn and adapt and new patterns emerge. The rapidly expanding discussion about complex systems offers important contributions to the integration of diverse perspectives and ultimately new insights into organizational effectiveness. There is increasing interest in complexity in mainstream business education, as well as in specialist business disciplines such as knowledge management. Real world systems can't be completely designed, controlled, understood or predicted, even by the so-called sciences of complexity, but they can be more effective when understood as complex systems. While many scientific disciplines explore complexity through mathematical models and simulations, Emergence: Complexity & Organization explores the emerging understanding of human systems that is informed by this research. This 2004 Annual includes articles from Isabelle Stengers, Julie Klein, Sandra Mitchell, Glenda Eoyang, Bill McKelvey, William Sulis and many more, which explore a range of complexity-related topics from philosophical concerns through to the practical application of complexity ideas, concepts and frameworks in human organizations. Also included are a series of four reproductions of classical papers in the fields of complexity and systems: "Principles of Self-Organizing Systems" by Ross Ashby (originally published in 1962) "General Systems Theory: The Skeleton of Science" by Kenneth Boulding (originally published in 1956) "Science and Complexity" by Warren Weaver (originally published in 1948) "Emergence" by Stephen Pepper (originally published in 1926)

Organizations of all kinds struggle to understand, adapt, respond and manipulate changing conditions in their internal and external environments. Approaches based on the causal, linear logic of mechanistic sciences and engineering continue to play an important role, given people's ability to create order. But such approaches are valid only within carefully circumscribed boundaries. They become counterproductive when the same organizations display the highly reflexive, context-dependent, dynamic nature of systems in which agents learn and adapt and new patterns emerge. The rapidly expanding discussion about complex systems offers important contributions to the integration of diverse perspectives and ultimately new insights into organizational effectiveness. There is increasing interest in complexity in mainstream business education, as well as in specialist business disciplines such as knowledge management. Real world systems can't be completely designed, controlled, understood or predicted, even by the so-called sciences of complexity, but they can be more effective when understood as complex systems. While many scientific disciplines explore complexity through mathematical models and simulations, Emergence: Complexity & Organization explores the emerging understanding of human systems that is informed by this research. This 2005 Annual includes articles from Max Boisot, Ken Baskin, Robert E. Ulanowicz, Heather Höpfl, Victoria Alexander, and many more, which explore a range of complexity-related topics from philosophical concerns through to the practical application of complexity ideas, concepts and frameworks in human organizations. Also included are a series of four reproductions of classical papers in the fields of complexity and systems: "Futurology and the Future of Systems Analysis" by Ida R. Hoos (originally published in 1972) "A Form of Logic Suited for Biology" by Walter M. Elsasser (originally published in 1981) "Beyond Open Systems Models of Organization" by Louis R. Pondy (originally unpublished conference paper from 1976) "The Architecture of Complexity" by Herbert A. Simon (originally published in 1962)

This volume contains the diverse classical papers that have been published to enrich current understandings by exhibiting the historical background to many of todays leading complexity-based ideas, perspectives, and methods.

This volume brings together selected works from Graham's published writings on complex human systems in military operations research, which should be of interest to human systems researchers in both the military and civilian domains.