Read the above article and create a short summary of major points in the article. Assume a person wants to learn but doesn't have time to read the article. I am not alone in wondering why organizations aren't working well. Why do projects take so long, develop ever-greater complexity, yet too often fail to achieve any truly significant results?Why does progress, when it appears, so often come from unexpected places, or as a result of surprises or synchronistic events that our planning had not considered? Why does change itself, that event we're all supposed to be"managing," keep drowning us, relentlessly making us feel less capable and more confused? And why have our expectations for success diminished to the point that often the best we hope for is endurance and patience to survive the frequent disruptive forces in our organizations and livesThese questions had been growing within me for several years, gnawing away at my work and diminishing my sense of competency. The busier I became with work and the more projects I took on, the greater my questions grew. Until I began a journey.Like most important journeys, mine began in a mundane place- a Boeing 757, flying soundlessly above America. High in the air as a weekly commuter between Boston and Salt Lake City, with long stretches of reading time broken only by occasional offers of soda and peanuts, I opened my first book on the new science- Fritjof Capra's The Turning Point, which describes the new . The search for the lessons of new science is still in progress, really in its infancy; but what I hope to convey in these pages is the pleasure of sensing those first glimmers of a new way of thinking about the world and its organizations. The light may be dim, but its potency grows as the door cracks wider and wider. Here there are scientists who write about natural phenomena with a poetry and a clarity that speak to dilemmas we find in organizations.Here there are new images and metaphors for thinking about our own organizational experiences. This is a world of wonder and not knowing, where many scientists are as awestruck by what they see as were the early explorers who marveled at new continents. In this realm, there is a new kind of freedom, where it is more rewarding to explore than to reach conclusions, more satisfying to wonder than to know, and more exciting to search than to stay put. Curiosity, not certainty, becomes the saving grace.This is not a book filled with conclusions, cases, or exemplary practices. It is deliberately not that kind of book, for two reasons. First, I don't believe that organizations are ever changed by imposing a model developed elsewhere. So little transfers to, or inspires, those trying to work at change in their own. Some believe that there is a danger in playing with science and abstracting its metaphors because, after a certain amount of stretch, the metaphors lose their relationship to the tight scientific theories that gave rise to them. But others would argue that all science is metaphor, a hypothetical description of how to think of a reality we can never fully know. In seeking to play with the rich images coming out of new science, I share the sentiments of physicist Frank Oppenheimer: "If one has a new way of thinking, why not apply it wherever one's thought leads to? It is certainly entertaining to let oneself do so, but it is also often very illuminating and capable of leading to new and deep insights"From classical science, our culture has come to believe that small differences average out, that slight variances converge toward a point, and that approximations can give a fairly accurate picture of what might happen. But chaos theory exposes the world's nonlinear dynamics, which in no way resemble the neat charts and figures we have drawn so skillfully. In a nonlinear system, the slightest variation can lead to catastrophic results. Hypothetically, were we to create a difference in two values as small as rounding them off to the thirty-first decimal place (calculating numbers this large requires astronomical computing power), after only one hundred iterations the whole calculation would go askew. The two systems would have diverged from each other in unpredictable ways. This behavior demonstrates that even infinitesimal differences can be far from inconsequential. "Chaos takes them," physicist James Crutchfield says, "and blows them up in your face".here's nothing wrong with us when we periodically plunge into the abyss.Over the past years, nudged by the science, I have come to know personally that the journey to newness is filled with the black potholes of chaos. The science has restrained me from trying to negotiate my way out of dark times with a quick fix. But even though I know the role of chaos, I still don't like it.It's terrifying when the world I so carefully held together dissolves I dont like feeling lost and emptied of meaning
Read the above article and create a short summary of major points in the article. Assume a person wants to learn but doesn't have time to read the article.
I am not alone in wondering why organizations aren't working well. Why do projects take so long, develop ever-greater complexity, yet too often fail to achieve any truly significant results?Why does progress, when it appears, so often come from unexpected places, or as a result of surprises or synchronistic events that our planning had not considered? Why does change itself, that event we're all supposed to be"managing," keep drowning us, relentlessly making us feel less capable and more confused? And why have our expectations for success diminished to the point that often the best we hope for is endurance and patience to survive the frequent disruptive forces in our organizations and livesThese questions had been growing within me for several years, gnawing away at my work and diminishing my sense of competency. The busier I became with work and the more projects I took on, the greater my questions grew. Until I began a journey.Like most important journeys, mine began in a mundane place- a Boeing 757, flying soundlessly above America. High in the air as a weekly commuter between Boston and Salt Lake City, with long stretches of reading time broken only by occasional offers of soda and peanuts, I opened my first book on the new science- Fritjof Capra's The Turning Point, which describes the new . The search for the lessons of new science is still in progress, really in its infancy; but what I hope to convey in these pages is the pleasure of sensing those first glimmers of a new way of thinking about the world and its organizations. The light may be dim, but its potency grows as the door cracks wider and wider. Here there are scientists who write about natural phenomena with a poetry and a clarity that speak to dilemmas we find in organizations.Here there are new images and metaphors for thinking about our own organizational experiences. This is a world of wonder and not knowing, where many scientists are as awestruck by what they see as were the early explorers who marveled at new continents. In this realm, there is a new kind of freedom, where it is more rewarding to explore than to reach conclusions, more satisfying to wonder than to know, and more exciting to search than to stay put. Curiosity, not certainty, becomes the saving grace.This is not a book filled with conclusions, cases, or exemplary practices. It is deliberately not that kind of book, for two reasons. First, I don't believe that organizations are ever changed by imposing a model developed elsewhere. So little transfers to, or inspires, those trying to work at change in their own. Some believe that there is a danger in playing with science and abstracting its metaphors because, after a certain amount of stretch, the metaphors lose their relationship to the tight scientific theories that gave rise to them. But others would argue that all science is metaphor, a hypothetical description of how to think of a reality we can never fully know. In seeking to play with the rich images coming out of new science, I share the sentiments of physicist Frank Oppenheimer: "If one has a new way of thinking, why not apply it wherever one's thought leads to? It is certainly entertaining to let oneself do so, but it is also often very illuminating and capable of leading to new and deep insights"From classical science, our culture has come to believe that small differences average out, that slight variances converge toward a point, and that approximations can give a fairly accurate picture of what might happen. But chaos theory exposes the world's nonlinear dynamics, which in no way resemble the neat charts and figures we have drawn so skillfully. In a nonlinear system, the slightest variation can lead to catastrophic results. Hypothetically, were we to create a difference in two values as small as rounding them off to the thirty-first decimal place (calculating numbers this large requires astronomical computing power), after only one hundred iterations the whole calculation would go askew. The two systems would have diverged from each other in unpredictable ways. This behavior demonstrates that even infinitesimal differences can be far from inconsequential. "Chaos takes them," physicist James Crutchfield says, "and blows them up in your face".here's nothing wrong with us when we periodically plunge into the abyss.Over the past years, nudged by the science, I have come to know personally that the journey to newness is filled with the black potholes of chaos. The science has restrained me from trying to negotiate my way out of dark times with a quick fix. But even though I know the role of chaos, I still don't like it.It's terrifying when the world I so carefully held together dissolves I dont like feeling lost and emptied of meaning.
Organizations' difficulties while trying to achieve significant achievements and change are explored in Peter Senge's book "The Dance of Change." The essay talks about the limitations of conventional linear thinking and how emerging research, like chaos theory, may offer fresh metaphors and perspectives for comprehending organizations. To successfully navigate the complicated and unpredictably occurring organizational change processes, the author highlights the value of inquiry, investigation, and adaptability.
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