Principles
Most people in organizations go with the flow. If you've been part of an organization for a while, you're starting with a handicap. You have accumulated habits and have accepted static ways of thinking. Something has to disrupt the pattern. Radically different principles can do that. The principles for growing software that I described a few chapters back can be the initial set.
But remember what Stacey and his colleagues said about self-organization and emergence. It's foolish to claim that managers should make up a few simple rules, get teams to follow them, and expect emergence to show up. Managers shouldn't try to “guide” or “direct” or even “manage” emergence. This is just more systems thinking.
The initial principles I'm talking ...
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