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Chapter 3: ADAPTABILITY
ADAPTATIONAlmost every business seems to view their work as getting a share of what already exists, and only very rarely do we happen upon a company which sees its responsibility as creating a future. During this era of rapid change, the exploration of what is possible should not be considered a luxury reserved for a few, but instead, a necessity for all. Most of us don't understand the nature of exploring possibility. Nor, do we understand the levels of risk for particular actions, or the cost of our inaction. Most of us are only comfortable dealing with options for our future that can be seen clearly from our current position. And far too few of us are proficient, or at ease, with essential expeditions into the unknown.
FITNESS LANDSCAPES
VISION - IN A LAND OF POSSIBILITY
IDENTITY
HOW WE ORGANISE
ORGANIZATIONAL MODELS
DIALOGUE ORGANIZATION
CHANGING LANDSCAPES
LANGUAGE'S IMPACT ON LANDSCAPES
DESIGN PRINCIPLESChapter 3: ADAPTABILITY on one page
If we are not equipped with the appropriate skills for exploration and we flounder in our efforts at exploring possibility. We are able to see the direct costs of our failures. The long lags and tenuous connection between actions and uncertain results obscure the cost of missed opportunity. We have no way of interpreting the efforts of those who are beginning their explorations -- so we misinterpret them. We grapple with the process of interpreting risks because we are viewing them through a lens which does not include possibility, but only a future which is an extension of our past.
We must develop the courage and the skill to become explorers. And our greatest challenge, as we live the bold and innovative life of an explorer, will be to simultaneously hone the craftsmanship and discipline that are part of a life of production. As rigorous as it may sound, it is possible if we transform production and everyday affairs into acts of exploration.
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