This paper develops the concept of action learning in terms of holographic principles. It offers an approach to inquiry, learning, and organizational design in terms of minimum critical conditions which seek to enhance capacities for individual and collective self-organization.

Contends that the notion of disturbing a system as the best way to understand it has profoundly altered the traditionally rigid boundary between scientist and S. This idea has evolved to become a systematic and distinctive approach that emphasizes active engagement with clients and co-learning....

In today's fast-changing competitive environment, strategy is no longer a matter of positioning a fixed set of activities along that old industrial model, the value chain. Successful companies increasingly do not just add value, they reinvent it. The key strategic task is to reconfigure roles...

This article reviews a struggle to bring in futures-centred systems thinking into present complexities inherited from the past. This thinking is meant to inform actions that better obtain conditions for system viability in light of high degrees of uncertainty. A number of theoretical and...

This article analyzes the concept of complexity from an epistemological point of view, drawing a distinction between complexity (contextual complexity) and complication (procedural complexity). This article explores some organizational consequences of increasing complexity in organizational...

Studies of ‘futures’ have hitherto focused on those that are predictable and ‘tame’, and on those that are unpredictable and ‘wild’. Here we consider a new class, the ‘feral’; which are expectations that things might be made worse by risk-based actions. The type case is the...

This article describes the steps Shell managers took to keep their innovation innovative after the original establishment of the GameChanger system, by setting up its innovation coalition as a network in its own right, and by reorganising its portfolio of 85 projects into a half-dozen domains....

The service economy has been emerging over several decades of increasing liquidity of resources and competences – and more possibilities of new connections. This liquidity and connectivity challenge service design where the focus shifts from linear moments of truth to dynamic networks of value...