> 1- the change will create what has never been seen before and cannot be
> predicted by the past...2- there is a shift from independence to
> interdependence...3- the power of the future replaces the anchor of the
> past. Breakpoint Change presumes a three-phase cycle of change: forming,
> norming and fufilling. The key to organization change within this process
> is Bifurcation, or the planned disruption of the LO to such an extent that
> the entrepreneurial spirit of exch phase is renewed and the LO-site , in
> essence, begins anew.
>
> What think ye?
Frank, I could not resist your invitation.
As far as I could have ascertain, nobody stressed the following extremely
important feature of emergences: An emergence is asymmetric-transitive
rather than symmetric-reflexive. For example, a fruit develop froma
polinated flower and not another another flower to be pollinated; a
butterfly develop from a pupa and not another pupa.
If one thus needs a rejuvenation in a particular emergence, one has to
link a number of emergences into eventually a complex, closed loop. That
particular emergence cannot simply be repeated! This is beacuse all
emergences have irreversible consequences. Once an emergence has happened,
it brings irreversible changes about. These changes have to be
incorporated to affect the emergence again. The question then is: why
cannot these changes be incorporated to have a symmetric- reflexsive
emergence? The answer is very simple: the system will become less
spontaneous and may even become nonspontaneous.
Best wishes
--At de Lange Gold Fields Computer Centre for Education University of Pretoria Pretoria, South Africa email: amdelange@gold.up.ac.za
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>