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Summary
- View your system through
the lens of complexity
(rather than the metaphor of a
machine or a military organization).
- Build a good enough
vision (rather
than trying to plan out every little detail).
- When life is far from
certain, lead from the edge, with clockware and swarmware in
tandem (that is,
balance data and intuition, planning and acting, safety and risk, giving
due honor to each).
- Tune your place to the
"edge of chaos"
by fostering the "right" level or degree of:
information flow, diversity and difference, connection among agents, power differential,
and anxiety (instead of controlling information, forcing agreement, dealing separately
with contentious groups, working systematically down all the layers of the heirarchy in
sequence, and seeking comfort).
- Uncover and work paradox
and tension (rather
than shying away from them as if they
were unnatural).
- Go for multiple actions
at the fringes, let direction arise
(rather than believing that you
must be "sure" before you proceed with anything).
- Create strategy and
new sources of value through generative relations (you can never
tell what will happen when agents come together).
- Listen to the shadow
system (that is,
realize that informal relationships, gossip, rumor,
and hallway conversations contribute significantly to agents' mental models and
subsequent actions).
- Grow complex systems
by chunking (that
is, allow complex systems to emerge out of
the links among simple systems that work well and are capable of operating
independently).
- Nice, forgiving, tough,
and clear guys finish first
(that is, balance cooperation and
competition via the tit-for-tat strategy).
- Build a space-a community-to
convey, concentrate, create and learn together (rather
than always being a lone ranger).
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1. Thoughts
