Cities which possess, or indeed – cultivate, an intrinsic and emergent self-organisational homeostasis are not as psychologically alluring to the common-or-garden-variety metropolitan administrator as is the fantasy and mythology of control implicit to digital technology…
Organisational transformation is not so much about working within the existing rules as it may be about reconfiguring and extending the underlying axioms and rules of organisational structure, information and energy flow such as to generate new rules and new possibilities of organisational structure and system.
Whoever you think you are, you are probably (also) actually something quite other than that internal self-representation you hold so close…
The conditions which exist within a culture which might allow, indicate or in some sense cultivate the psychological and behavioural possibility of and preponderance to mass shootings is complex and not attributable to any single cause…
We may have been exquisitely unlucky in our shared selections from a poverty of all available leadership choices…
Don’t assess a system by its mission statements so much as by its behaviour…
“No problem stays solved in a dynamic environment” (…)
There’s so much talk about the system. And so little understanding…
The inelegant facts of a manager’s burden can not be denied…
Much is made of the technology of business and indeed of the business of technology. It seems that a glaring omission in all of our digital adventures and (let’s face it – selfish) strivings is that of anything even vaguely resembling an adequate Philosophy of Organisation…
Even a foundationally exploitative business model finds itself entangled with, and dependent on, its object…
Control may be necessary at a personal and social level but is for all that no less a convenient fiction and a contingent, transient illusion than is self…
Daedelus Kite 