What if the organizations that survive under pressure, scarcity, and uncertainty weren't failures, but simply different?Management manuals describe exactly what an organization should be, and with equal precision fail to explain what it actually is. Banks, companies, institutions, organized communities: time and again, they end up being labeled as deviations from a model designed for another world-one with stable institutions and rules that are followed simply because they are.This book takes a different approach: these organizations do not fail by conventional standards; they operate according to a different logic. One where uncertainty is embraced rather than fought, where the formal and the informal are interdependent, and where breaking the rules is often the only way to keep functioning where the manual claims it is impossible.*Managing Transcomplexity* asks the question that conventional organizational theory avoids: What if management in peripheral contexts had its own rationale? This trilogy dismantles frameworks that no longer suffice, builds a new one, and puts it to the test in the field.A look at management outside the center, without the filter that condemns it from the outset.
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