Organisational systems tend to autonomously acquire and reflexively cultivate those (generally adaptive) sets of abstractions, assumptions and boundaries which best-serve the continued persistence and self-propagation of those homeostatic, corporate organisational patterns themselves. An enduring abstraction of parochial self-importance indicates the point at which historically-justifiable self-belief fractures into precisely the kind of narrative (psychological) pathology that […]
It is fascinating to consider that an anachronistic hierarchy produces precisely the organisational inertia and systemic entropy that it itself is best oriented to negotiate (and through this to endlessly reproduce its own self-validating necessity). It is quite likely that the path of least effort and autonomously self-organising (i.e. low energy-state, minimal algorithmic complexity) systems […]
The nature of leadership, at least beyond any simplistic caricature, is surely as an emergent pivot and catalyst for change. All members of an organisation are actors in this – the distributed leadership quotient – and the emergence of critical, decision-making nodes such as those we identify as “leaders” is perhaps merely an autonomous and […]
It is interesting to observe that many, many wise benedictions on the topic of breaking down silos and valourising polymaths exist but it is questionable as to the extent of the actual application, acceptance or widespread acceptance of the associated concepts. Disassembling silos is vital for the emergence of scale-independent, adaptive, flexible and resilient self-organisational […]
The catastrophic entropy of a currently most-probable future is not the only available solution in the possibility-space of all emergent and adaptive human planetary civilisations.
The entities and artefacts we make “in our own image” include the abstractions and patterns through which we understand and organise the world and ourselves.
Cultural change is cumulative self-gravitation.
No one quite does lateral and innovative thinking like the protagonists of Ancient Greek mythology…
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.