Humans create organizations to fulfill a need.

The need isn’t to dismiss or correct for the friction, the tensions, the perturbations and stagnations. It’s to observe and understand them all at once. Disturbance signals disaster and gives us time to respond. Dysfunction drives change, and reveals our systems’ imperfections. Even destruction leads us to renewal, evolution, and diversity of markets, of ideas, and of the people that get us there.

We manage systems and computers, we manage inboxes and workloads. We are good at managing resources, but not people.

What we are good at is mentoring people, we share with people, we learn from each other, and we guide each other. And when people are getting on our last nerve… we manage.

Every article and guide here builds on a small core set of ideas: vantages people need to consciously build, depth, a fluid dimension of scope, and tempo, a natural pacing that governs the rhythms of our dynamics.

They can explain why our change efforts work, and when they don’t. Learn it once, and organizational complexity might make a lot more sense.