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.
Kevin Kelly
An organization's reason for being, like that of any organism, is to help the parts that are in relationship to each other, to be able to deal with change in the environment.
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It's generally much easier to kill an organization than to change it substantially.
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An organization is a set of relationships that are persistent over time.
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One of the functions of an organization, of any organism, is to anticipate the future, so that those relationships can persist over time.
The way that organizations and organisms anticipate the future is by taking signals from the past, most the time.
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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Basins of attraction, of self organization, show up as well in our complex social environment, in human organizations. Here again, while we cannot predict the result of any given input, we can say that it will likely fall within one of several areas.
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The organization and the environment are in concert.
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An organization's intelligence is distributed to the point of being ubiquitous.
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Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.
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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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