Sublime

The goal, then, should be to understand variation and, more importantly, to differentiate between the two types of variation. One kind is predictable and can be planned for. The other kind can’t be predicted. Sometimes it can be addressed, but some events are “black swans,” freak occurrences that may never happen again. The key is understanding the

many practice groups continue to maintain expertise-based approaches to running their affairs when their marketplace is probably closer to the efficiency stage.

Archetype 1: “Fixes That Backfire”

La démarche de David Angel à l’université Clark est une version particulièrement élaborée des objectifs que devrait se fixer tout chef d’établissement : affiner et réorganiser l’établissement autant que nécessaire pour répondre aux besoins évolutifs des élèves et de la société. Selon David, notre époque constitue le moment décisif pour diriger un é

When organizations are built not on implicit mechanisms of fear but on structures and practices that breed trust and responsibility, extraordinary and unexpected things start to happen.

goals. In other words, the default mode is to be deliberate: we get organized and get things done. Yet, a purely deliberate approach is simply inadequate when it comes to addressing complex issues that are ambiguous, nonlinear, and constantly evolving.

As a new point of view we turn to bounded rationality, a departure from the mainstream tradition. We no longer can assume that every agent is a perfect calculator. This point of view is given a great deal of emphasis by Herbert Simon. Simon argued that people do not maximize. When they’re forecasting the future, they do not perform the task of rati

In considering what parts of first-generation labs worked and what parts didn’t, I applied three rules for evaluating effective practice. Rule #I: Make what works stronger Rule #2: Let go of what doesn’t work Rule #3: Discover what you don’t have