The Killer Problems of Change and Innovation
Chapter 2 concluded that change and innovation emerge at high levels from disciplined work and constraint at low levels. Aspirations—the high-level desired outcomes—cannot be managed or achieved directly, and the actions at low levels don’t need to look anything like the high-level results they cause. So, how do we work at low levels to achieve high-level aspirations? How exactly does strategy work? And how are plans, metrics, and tactics used? We need answers to these questions so we can design frameworks.
The answers come from a model of complex adaptive systems using a particular type of influence diagram. The model reveals a set of observations that describe four intrinsic impediments ...
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