Organizations are, in the last analysis, interactions among people.

Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff - results - as long as the music lasts. But ... all that streamlining and re-engineering limits diversity, suppresses self-organization ... and curtails a bottom up emergent response to disruptive change.

The incremental approach to change is effective when what you want is more of what you've already got.

People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting.

Discoveries from one community cannot be repackaged and provided to another as a silver bullet, That's a "best practice" rollout and it invariably evokes the immune rejection response.

The inherent preferences of organizations are clarity, certainty and perfection. The inherent nature of human relationships involves ambiguity, uncertainty, and imperfection. How one honors, balances, and integrates the needs of both is the real trick of feedback.

The real objective isn't just "knowledge" or getting an 80-20 understanding of the situation. The overriding objective is engagement, creating a buzz, mobilizing people to take action.