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. In this engaging and thought-provoking book, Lesley Kuhn introduces the principles of complexity theory in a clear, concise and accessible way through discussion of those concepts and metaphors that are most useful in understanding organisational life. This provides an excellent foundation from which to apply these principles to organisations and much of the book is dedicated to complexity in practice. Through case studies and practical examples of a complexity style analysis of seven organisations, from a not-for-profit to a large pharmaceutical company, we are taken on an adventure in the use of this sophisticated way of thinking, and shown how to evaluate what influences the health of an organisation and the emergence of future sustainable practice. There is further guidance in how to use complexity - a list of the type of questions that are useful as a starting point for an inquiry, and an action list for managers or leaders who want to enhance organisational opportunities. For leaders, managers, and everyone who works in or for an organisation, here at last is a straightforward and immediately practical way of applying what may seem like a complicated theory. For academics, researchers and students who may be theorising in a vacuum, this is a much-needed book to show how complexity theory can be translated into the workplace. "Complexity" offers a fresh lens through which to view the 'life' of organisations, described by Kuhn as 'collectives of human activity'. She gives a new perspective on organisational processes and practices, a way to change how we engage at both a local and global level. This is vital if we are not to repeat the mistakes, driven in part by current standard organisational practice, that have led to the present, potentially catastrophic, situation.