A walk to the edge of organisational chaos - even in a tidy office

So one of the problems with the internet is the opportunity for almost endless (perhaps that should be eternal?) distraction.
I should be writing my diploma - instead I keep on researching and finding new books which could really help me understand organisations and leadership - this is my own personal walk to edge of organisational chaos - yes even after I have tidied my office! The other problem is that Dr B gets almost as interested in my research as I do and adds to the level of distraction by saying from behind his computer screen "ooh that's interesting I'll send you the link."
So last night this led in the direction of a small publishing house called Triarchy press which seems to have a series of fascinating titles on trying to improve understanding of organisations.

The name 'triarchy' refers to the three fundamental ways of getting things done in organizations: hierarchy, heterarchy and responsible autonomy.
All organizations use a mixture of these three ways, but the proportions can differ widely. At present, hierarchy is usually considered essential for all organizations. Heterarchy and responsible autonomy are often misunderstood or neglected. Here is an outline;Triarchy theory suggests that our "addiction to hierarchy" drains the energy from collaborative projects and sometimes fails to recognise the input of able individuals whose contributions can be overlooked in a formal reporting structure.

Pictured here is Adventures in complexity, for organisations near the edge of chaos by Lesley Kuhn.

A complexity approach removes simplistic hopes of an ordered and controllable existence where, if only we had the right ‘keys’ or ‘tools’, we would be able to fashion a successful organisation. Instead, it offers a way to identify underlying patterns of order and indicators for influencing future sustainable practice; it shows how simple recurrent rules result in complex behaviour and that ‘influential interventions’ do not take a neat cause-and-effect path but may generate unexpected outcomes.
The focus of Adventures in Complexity is not so much organisations as the ‘life of organisations’. Author Lesley Kuhn sees organisations as ‘collectives of human activity’ and here describes how complexity theory can be applied in and to organisations.
Complexity theory acknowledges that people are self-organising, dynamic and emergent beings who are capable of discerning thoughtfulness and innovative responses to change both within and between organisations. It argues that sustainability is best served by tapping into this entire pool of potential.
It embraces uncertainty and change. It uses terms like non-equilibrium and turbulence to show that, when systems reach ‘the edge of chaos’, they are most likely to exhibit creative, innovative responses and new patterns and structures are most likely to emerge. In the current unpredictable climate many organisations may consider themselves 'near the edge of chaos'. Yet most will not realise that this is where the greatest potential for success lies.