"Complex responsive process... [theory is] ...important because it offers a compelling alternative to accepted ways of thinking about organisations as systems" 8:52"In complex responsive processes thinking there is this insight that humans are not like birds and not like fish ... because they have capacity to react creatively, and to react spontaneously" - 19:58"it's very difficult to sustain the notion of ... systems when you think about human interaction" - 21:48"I have to engage with people ... and not appear like a high-spirited cowboy who talks about things that nobody knows about and that sound very crazy" - 22:43"I felt a kind of loneliness" - 31:34References- Book - The Emergence of Leadership - Douglas Griffin- Post - Complex responsive processes – 4 pillars of thought, 5 key insights - Chris Mowles- Book - Strategic Management and Organisational Dynamics - Ralph Stacey and Chris Mowles- Doctor of Management Programme - University of Hertfordshire- Complexity and Management Conference - 5-7th June 2020Eric Wenzel - BioEric is a management consultant working in a big international consultancy.He's in involved in assessing, training and coaching senior executives and specialises in supporting change in complex environments. He's been at this for 20 years or so.He is a Doctor of Management from the University of Hertfordshire. His first degree is in Psychology.At the moment he's writing a book about paradox in management.