This paper describes how organizations experience self-organizing criticality in a crisis. Then it describes how the processes of many purposeful conversations can build the energy of self-organizing criticality to a level of high energy and creativity, and then hold the organization in this space using the Process Enneagram, co-created by the people in the organization, as a strange attractor, a container providing order and focus as well as the space and freedom for the people to make the decisions they need in order to do their work quickly and well.
Carl Stent, M.B.A. is national health and safety manager for the National Institute of Water and Atmospheric Research. He has industry leadership experience as a director and board member of Site Safe New Zealand (NZ), chair of the NZ Association of Accredited Employers and chair of Roading NZ Safety Committee. For the past 15 years, Stent has provided safety leadership and management in a range of industry.