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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.

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
Around
Routes
Change
Central
Best
Manage
Trying
Bottom
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Authority
Environment
Turbulent
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Institute

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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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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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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 are infected by our own misunderstandin g of how our own minds work.
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We're just at the beginning of the beginning of all these kind of changes. There's a sense that all the big things have happened, but relatively speaking, nothing big has happened yet. In 20 years from now we'll look back and say, 'Well, nothing really happened in the last 20 years.'
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Any believable prediction will be wrong. Any correct prediction will be unbelievable.
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The way that organizations and organisms anticipate the future is by taking signals from the past, most the time.
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Each system is trying to anticipate change in the environment.
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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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