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The most interesting thing about change in the environment is that for the most part the environment isn't changing.

Kevin Kelly

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Kevin Kelly
Age: 72
Born: 1952
Born: April 28
Contributing Editor
Editor
Journalist
Photographer
Writer
Pennsylvania
United States
Kevin kelly
Interesting
Part
Change
Thing
Changing
Environment

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Well, here's what you can do, and that's about it.
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When a system is in turbulence, the turbulence is not just out there in the environment, but is a part of the organization or organism that you are looking at.
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In a broad systems sense, an organism's environment is indistinguishable from the organism itself.
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The young are always coming up with the good ideas it's because they waste time. They follow their passion and do something, not looking for a payoff, just doing what's interesting.
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Organizations get invested into a particular product. And sometimes the best thing is to stop making that product, even though it's profitable, because it has optimized at a local peak.
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Everything that we are making, we are making more and more complex.
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Willingness to learn is important, but willingness to act on what you learn is critical.
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In the context of your dreams,knowledge will always gives you enough reasons not to act. Act regardless and execute xceptionally
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But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.
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Evolution doesn't care about what makes sense it cares about what works
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Extrapolated, technology wants what life wants: Increasing efficiency Increasing opportunity Increasing emergence Increasing complexity Increasing diversity Increasing specialization Increasing ubiquity Increasing freedom Increasing mutualism Increasing beauty Increasing sentience Increasing structure Increasing evolvability
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The way to build a complex system that works is to build it from very simple systems that work.
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I work in a you scratch my back, and I'll stab yours kind of a place.
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The current understanding was that it was impossible to predict how something would evolve because it was a very turbulent environment full of things interacting with each other.
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It's more along the lines of raising a child: we train the system to a certain range of behaviors that we find most useful. But then we let it go, because we don't want to have to be babysitting it the whole time.
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Any believable prediction will be wrong. Any correct prediction will be unbelievable.
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How do entrepreneurs survive their early failures? They don't view their failures as failures - they view these experiences as feedback, and a prelude to future success.
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We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
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Why fear feedback? Why stigmatize failure in the workplace when it's bringing you closer to achieving your organizational goals.
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The organization and the environment are in concert.
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