Can we act without a ‘crisis’?
The collective response of public and private sector organisations to an immediate crisis is administratively, organisationally and socially comprehensive. When faced with a direct and tangible threat, the response is quick and decisive. But what if the crisis is slow-moving?
Can our fixed views of organisation escape the hungry teeth of ages?
Our views on change and change management methods are grounded in a strategic and rational view of the world. They are founded on a drive for coherence and stability. This approach can work to narrow our choices early, leaving little room for adaptation and emergence later.