I offer that introducing, let alone maximizing chaos, is not a useful
purpose of management.
I propose that a manager's job is to work with increasing or
decreasing complexity as appropriate. Generally, increase complexity
when things are working as understood. Generally decrease complexity
when things are not working as desired and cannot be brought to an
adequate level of predictability.
The problem of most organisations lies in there being complicated and
incapable of general understanding. What is missing in this regard
is understanding of fundamental principles by which independent human
beings can make meaning and make sense. That is to say, principles
which support pattern making are missing.
--
Michael McMaster : Michael@kbdworld.com
web:http://www.vision-nest.com/BTBookCafe/TIA/TIAmap.html
"I don't give a fig for the simplicity this side of complexity
but I'd die for the simplicity on the other side of complexity."
attributed to Oliver Wendell Holmes
Learning-org -- An Internet Dialog on Learning Organizations
For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>