System Dynamics / Complexity
We have discovered that there might be a “perfect storm” operating at the point when these three systems interact. Pandemic virus meets race riot/police abuse meets government ineffectiveness.
We are moving from a world that uses metaphors of sight (“having a vision of a future world,” “imagining an alternative”) to metaphors of speech (“finding one’s voice,” “telling one’s own story”). We are in a world where language has itself become reality and where globalization competing with a pull toward segmentalism.
At times we must bring together wisdom, courage and vision—so that we might move forward personally and collectively under the guidance of a coherent and integrated map of virus-engagement.
Frederic Jameson speaks about the troubling ambiguities of the boundaries that exist in this new era. This troubling ambiguity exists at all levels-personal, group, organizational and societal.
We must expect any change effort to have an initial impact that is deleterious with reference to the achievement of these outcomes. A change curve accompanies any attempt to improve a situation.
As adults we know there are no monsters under the bed, but we still fear the unknown.
This set of essays enables the practitioner to reflect on and expand his or her own perspectives and preferences regarding ways in which to improve organizational functions and fully engage human capital.
This essay concerns the nature of change itself—examining in particular two different kinds (or levels) of change. We identify these two kinds of change as “first order” and “second order.”
A vicious cycle of incremental change enacted in response to the consequences of other incremental changes can lead an individual or organization into serious and destructive commitments that were not initially intended