Over the past decade, practicing managers and organizational theorists have been drawing attention to the centrality of information and knowledge in economic and social processes, the so-called 'knowledge economy'. This is reflected in the popularity of notions of learning, sense-making, knowledge creation, knowledge management and intellectual capital in organizations. More recently, attention has been drawn to emotional intelligence as an important management skill in these processes and knowledge creation. Complex Responsive Processes in Organizations argues that most of the literature on these matters, and the ways in which most practitioners now talk about them, reflect systems thinking and that its information processing view of knowledge creation is no longer tenable. The purpose of this book is to develop a different perspective, that of Complex Responsive Processes of relating, which draws on the complexity sciences as a source domain for analogies with human action. This alternative perspective places self-organizing interaction, with its intrinsic capacity to produce emergent coherence, at the centre of the knowledge creating process in organizations. Learning and knowledge creation are seen as qualitative processes of power relating that are emotional as well as intellectual, creative as well as destructive, enabling as well as constraining. The result is a radical questioning of the belief that organizational knowledge is essentially codified and centralised. Instead, organizational knowledge is understood to be in the relationships between people in an organization and has to do with the qualities of those relationships.