The first edition of this book questioned the widely-held view that organisations succeed when they operate in states of stability, harmony and consensus. The author argues that organisations operate in uncertain environments and those which succeed are the ones that create new perspectives and learn from the 'chaos' in which they operate. In the new edition the contents have been restructured so that the first parts focus on 'ordinary management', which can be practised in conditions close to certainty and agreement, while the later parts of the book focus on how innovative organisations develop using the process of 'extraordinary management'.