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[[File:Whos Next.png|450px|thumb|center|Meet the new boss.]] | [[File:Whos Next.png|450px|thumb|center|Meet the new boss.]] | ||
}}{{smallcaps|We take it that}}, like any other intellectual proposition,<ref>We speak of none other than the [[Duhem-Quine thesis]] as to the theory-dependence of observation: that it is impossible to test a scientific hypothesis in isolation, because any test presupposes one or more background assumptions and auxiliary hypotheses.</ref> every management initiative must be driven by some ''theory'' or other — that is, it must be designed to prove out a hypothesis that ''already exists in someone’s mind''. | }}{{Quote|we are here to develop the great narrative Colin a story for the future... In order to shape the future you have first to imagine the future, you have to design the future and then you have to execute.<ref>Well spotted Gillian McKeith https://twitter.com/GillianMcKeith/status/1463977014583566349?t=8X9EwbStd57TZwkuP-PhSQ&s=19</ref> | ||
:—Klaus Schwab, founder of the World Economic Forum}}{{smallcaps|We take it that}}, like any other intellectual proposition,<ref>We speak of none other than the [[Duhem-Quine thesis]] as to the theory-dependence of observation: that it is impossible to test a scientific hypothesis in isolation, because any test presupposes one or more background assumptions and auxiliary hypotheses.</ref> every management initiative must be driven by some ''theory'' or other — that is, it must be designed to prove out a hypothesis that ''already exists in someone’s mind''. | |||
Seeing as the minds whose hypotheses get tested tend to belong to those at or near the summit of their organisations, we see at once the [[paradox]]ical nature of ''mandated organisational change'': the mandate for change must come from those who have lived their best lives within, because of, and thanks to, the status quo: those who have flourished in the present state of affairs, ''without'' it being changed. | Seeing as the minds whose hypotheses get tested tend to belong to those at or near the summit of their organisations, we see at once the [[paradox]]ical nature of ''mandated organisational change'': the mandate for change must come from those who have lived their best lives within, because of, and thanks to, the status quo: those who have flourished in the present state of affairs, ''without'' it being changed. | ||