“复杂的反应过程”这一术语指的是很容易观察到和经历的简单活动。它涉及人们如何在社会互动中构建未来。这是一个永无止境的过程，是通过社会互动而改变的潜在源动力。

　　复杂反应过程的观点是一种将人和知识都视作社交和人际关系中偶然出现的一种社会学现象。它挑战了占主导地位的人与人之间独立且分开的西方心理学概念。这个观点的支持者同样也挑战了其他流行的观点。例如，他们拒绝接受知识是一种存在于个人头脑里的“事物”的想法。相反，这些理论家把知识当作一种社会建构和社交互动的共享。

　　这些挑战都与理论家所拒绝的组织是系统的观点有关。相对的，他们定义组织为自组织会话的节点。该术语呼吁重视为什么会谈是组织人群、活动和意图的一个过程(Shaw, 2002)。自组织对话无法被任何一个人、团体或组织的计划所控制。他们总是有可能开始变化，尽管这可能并不总是在实践中发生。参与者和观察者可能会感觉体验自我组织的对话有点乱，因为没有人准确的知道他们要去哪里，同时他们经常产生无法预料的意义。

　　在这个环境中，组织成员和顾问可以控制组织生活和社会关系的矛盾。我已经提到了其中之一，那就是简单的对话涉及复杂反应过程的解释和协商。交谈者创建意外的意义，可能引导决策和行为，然后产生意想不到的后果，这样的可能使社会互动的复杂性增加。尽管简单的对话有风险，但是组织成员无法避免。他们是许多组织成员所做的工作中的一个必要特征，并且是成员试图影响未来的一个重要途径。

　　在本章节的剩余部分将通过讨论受约束的矛盾，矛盾的控制和在组织中伦理领导的不确定性，将使复杂的反应过程显露出来。

——高德明焦点解决高效教练督导团队译编

附：原文　

Complex response processes

The term “complex response processes” refers to activities that are easily observable and are often experienced as simple. It deals with how people in social interaction construct the future. This is a never ending process that is always a potential source of change through social interaction. The perspective of complex response processes is a sociological view that treats persons and their knowledge as emergent in social interactions and relationships. It challenges the dominant Western psychological concept of the person as separate and distinct from others. Proponents of this perspective also challenge other popular ideas. For example, they reject the idea that knowledge is a “thing” that individuals possess in their heads. Rather, these theorists treat knowledge as socially constructed and shared within social interactions.

These challenges are related to the theorists’ rejection of the idea that organizations are systems. Instead, they define organizations as sites of self-organizing conversations. This term calls attention to how conversing is a process of organizing people, activities and meanings (Shaw, 2002) Self-organizing conversations cannot be controlled by any single person, group or organizational plan. They always have the potential of initiating change, although this possibility is not always realized in practice. Participants and observers may experience self-organizing conversations as somewhat disorderly because no one knows exactly where they are going and they often produce unanticipated meanings.

It is within this environment that organization members and consultants can engage the paradoxes of organizational life and relationships. I have already mentioned one of them. It is that simple conversations involve complex response processes of interpretation and negotiation. The complexity of social interaction is increased by the possibility that conversationalists will construct unanticipated meanings that may lead to decisions and actions that then produce unintended consequences. Despite the perils of simple conversations, organization members cannot avoid them. They are a necessary feature of the work done by many organization members and are a major way in which members attempt to influence the future.

I develop the complex response processes perspective in the rest of this section by discussing the paradox of enabling constraint, paradox of control and the uncertainties of ethical leadership in organizations.

学习、练习、实践、反思、督导，是一个SF取向工作者的快速成长之路。敬请期待下期分享。