Change
in the Rate of Change |
It
was in 1961 that I began to think about the change
in the rate of change [link: don’t you think] and
the increase in complexity that is an integral
part of it. I have been tracking change, complexity
and their rate of change for over 45 years.
|
| The
basic premise behind MG Taylor’s work, starting in
the 70s, is that the accelerating rate of change
and complexity are,
themselves,
becoming the major driver of organizational change
and, ultimately, transformation. The nature of this
change is systemic and this constitutes
a new kind of challenge for humankind [link: a future by...]. Our personal
habits and institutional structure/processes are
not requisite with this new change and complexity.
This is leading to the failure of otherwise competent
organizations and human patterns. The scale and scope
of this failure has the potential of being global
and catastrophic. Nothing in our history has prepared
us for this. This increase in change and complexity
is the output of the sum of all human activities plus a few wild cards that Nature can still send our way.
Our reactions to the change we ourselves have created
generates even more change. We are locked in a positive
feedback loop. To achieve dynamic stability and to
become requisite with this world of our own making,
will require a massive transformation of human society
and it’s institutions [link: organizational transformation]. This, in kind, will require
a personal transformation of individual humans their concept of life and legitimate behavior.
There is no escaping this dynamic, we have passed
the tipping point. |
|
|
|
| GoTo:
Organizational Transformation |
|
|
|
|
Matt
Taylor
Nashvillle
April 04, 2002
|
SolutionBox
voice of this document:
VISION • STRATEGY • EVALUATE
|
posted:
April 4, 2002
revised:
July 1, 2005
• 20020404.661299.mt • 20050630.400410.mt •
• 20050701.77729.mt •
(note:
this document is about 2% finished)
Copyright© Matt
Taylor 1982, 2002, 2005
|
|
|
