What do you conclude from carvers and maylors analogy and


"Four Flying Project Managers"

In chapter 5 of Terry Cooke-Davies' book Aspects of Complexity Stephen Carver and Harvey Maylor apply a flying analogy of four generic types of management to teaching complexity within the project and program environment (Cooke-Davies 2011, p.69-70).

What do you conclude from Carver's and Maylor's analogy? And, what on earth do Carver and Maylor mean by structural and dynamic complexity?

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