1. Autopoiesis: Self-Reference as a basis for how we evaluate organizations Rather than “open” systems with external environments, organizations are closed systems of internally accepted ideas We (as individuals) assume ourselves to be the “rational” point of reference (that is, everything is perceived in reference to our “common sense” and logic) Egocentricity vs. a more systematic wisdom How can “change” come about, given the egocentricities of organization?

2. From Chaos Theory to Self-organization Complex organization subject to particular “attractors” Unstable complexity can bring about a changed context through the influence or new attractors Examples?????? Query: How does all this relate to the premise of Terry’s book? (conservation of mission, values, etc.)

3. Multiple (non-linear) feedback loops Indicative of multiple causes of organization situations… …change and fluc- tuation as a product of a confluence of issues (not merely X causing Y) Query: Would it be fair to characterize you and me as linear thinkers? (what does this imply?) How not lines does an awareness of loops not lines, and multiple loops, guard against linear thinking?

4. Dialectic (and the Management of Inherent Tensions) Examples of inherent tensions in public administration: 1.Efficiency (NPM) vs. equity and process 2.Majoritarianism vs. group rights/interests 3.Current vs. future generations 4.Tensions of accountability: Professional vs. political 5. study of PA vs. practice of PA Others??? –you should be able to think of many What are the personal characteristics/skills needed of someone to effectively manage inherent paradoxes ? Can you think of exemplary cases in managing paradox? Terribly inept cases?