The theory of deferred action: Designing organisations and systems for complexity

Abstract

Organization and systems are real, complex entities but the science of designing them should be simple. This book explores the process of organization and systems design by redefining and extending formalism capable of representing both purposeful structure and operational needs. The author proposes the notion of deferred action to cohere rationally designed systems with actual action. Researchers will glean radically different epistemological and ontological perspectives while designers will acquire entirely different intellectual tools, principles and mechanisms of design. Managers should learn to think of organization and systems differently and possibly change their management approach.