Adam Zeiner

1. Alignment & common language

I was personally struck by the uniformity of this thinking across time and discipline – in general, there are six different levels of escalating complexity, each interdependent, each with an important role.Important to note here that in my table, "Leverage" is not the same thing as "Time to complete something."

The creation and management of boundary objects is key in developing and maintaining coherence across a set of intersecting but necessarily incomplete perspectives.

I worry sometimes that there’s a danger of embracing the theatre of systems thinking — using it to position services and to navigate what’s desirable, feasible and viable within the existing system — without actually reshaping the system itself.

Our current approach to leading change in organizations didn’t happen by accident—it was the product of the era in which most management thinking developed.