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The argument runs like this: a “will to change” derives from a conviction that one’s current configuration is, somehow, ''wrong'': that the organisation is sub-optimal, dysfunctional, elliptical or just ''broken''. | The argument runs like this: a “will to change” derives from a conviction that one’s current configuration is, somehow, ''wrong'': that the organisation is sub-optimal, dysfunctional, elliptical or just ''broken''. | ||
To ''want'' change is to believe | To ''want'' change is to believe ''things are currently out of whack''. | ||
To ''bring'' change, | To ''bring'' change, someone with the wherewithal to ''bring'' it must hold that belief. | ||
Those with the wherewithal to change | Those with the wherewithal to bring change are usually thriving as they are. | ||
Those who are presently thriving tend not to feel things are enormously out of whack. | Those who are presently thriving tend not to feel things are enormously out of whack. | ||
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===The making of leaders=== | ===The making of leaders=== | ||
So, how do leaders get to lead? Well, an organisation is a ''[[system]]'': a pulmonary lattice of stocks, flows and feedback loops, sending information, consuming resources, generating artefacts and, over time '' | So, how do leaders get to lead? Well, an organisation is a ''[[system]]'': a pulmonary lattice of stocks, flows and feedback loops, sending information, consuming resources, generating artefacts and, over time ''building'' — not just widgets for sale, but ''itself'': speed up the frame-rate and you will see the organisation grow: whole new subsystems spawn and fiefdoms mushroom, while others wither and dessicate. The firm is alive; an organism: ''it makes itself''. In a [[I am a Strange Loop|strangely loopy]] way, the firm [[emerges]] from its own recursive [[systemantics|systems]]. | ||
By the fact of its operation, a firm ''self-generates''. | By the fact of its operation, a firm ''self-generates''. | ||