In the last ten years, the sciences of complexity and chaos, as well as new theories in biology, have not only overturned the way we see natural phenomena, but also the way we perceive the organization and management of businesses. While the Newtonian perception of nature submits to us the idea of order, stability, and predictability, chaos theories reveal to us that order coexists with disorder, stability with instability, and predictability with uncertainty. What do all these mean for the way businesses are managed? A lot. We will not be able to encourage innovative behavior of individuals in a business if we do not understand the business as an open self-organizing system, within which individuals take initiatives and develop their creativity in a relatively unpredictable way. Chaos theories help us understand more fully why businesses often develop defensive behaviors and resist changes, thus reducing their adaptive capacity in an ever-changing environment. They also invite us to see uncertainty from a different perspective: not as something to be avoided, but as a necessary anthropological condition for the emergence of the new. Quantum theory highlights the inevitable participation of the observer in micro-atomic phenomena and, by analogy, the continuous influence of the observer in the social phenomena in which they are involved. Governance is a necessarily participatory assumption. The theory of self-organization in physics emphasizes the spontaneous organization of systems that are in energy exchanges with their environment and, by analogy, sheds light on how the production and dissemination of information in a social system similarly contribute to its reorganization. The role of a leader in a closed system is relatively easy: to predict, to plan, and to give orders. The role of a leader in an open system is much more complex because it is more indirect: to inspire, to persuade, to be a catalyst for change, to create the framework within which self-organization and creativity of collaborators emerge.