Steven,
I offer that the pace of change is too fast when energy expended is
greater than gain intended. More directly, when confusion or chaos
(or John Warfield's definition of complexity) take over, then the
pace is too fast. When patterns are understandable without reference
to detailed maps, then the pace of change is OK.
(This reminds me of my training by a particularly good exec when I
was an accountant. He said that he wanted "displays", not
meaningless lists. A display meant, to him, that the meaning or
sense could be grasped by "just looking". If he was required to read
details and then figure something out, my report had failed. This
was very good training and I use it many ways today.)
The pace of change, I submit, has little to do with speed. The pace
of change being too fast or too slow has to do with understanding.
If the principles are clear or if there is a clear display, then
change can be very rapid and still effective. If there are no clear
principles (ie. Why are things changing and why in this way?) then
there is almost no possibility of change begin effective at any but
the slowest speed.
Michael McMaster : Michael@kbddean.demon.co.uk
book cafe site : http://www.vision-nest.com/BTBookCafe
Intelligence is the underlying organisational principle
of the universe. Heraclitus
--Michael McMaster <Michael@kbddean.demon.co.uk>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>