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.
Coherent organizations achieve superior business results because the people in the organization are growing, learning, and finding meaning in their work. People are more creative and full of energy. People are having more fun in their work and are gaining a greater sense of satisfaction in their contributions. Information is flowing openly and freely. Relationships […]
This article introduces a new form of leadership called self-organizing leadership, which complements and supports strategic and operational leadership. It looks at organizations from the complex adaptive systems (CAS) perspective and offers a novel way of seeing and understanding some of the self-organizing patterns and processes operating in organizations. I developed a number of new, […]