"In strategic thinking, one first seeks a clear understanding of the particular character of each element of a situation and then makes the fullest possible use of human brainpower to restructure the elements in the most advantageous way. Phenomena and events in the real word do not always fit a linear model. Hence the most reliable means of dissecting a situation into its constituent parts and reassembling then in the desired pattern is not a step-by-step methodology such as systems analysis. Rather, it is that ultimate nonlinear thinking tool, the human brain. True strategic thinking thus contrasts sharply with the conventional mechanical systems approach based on linear thinking. But it also contrasts with the approach that stakes everything on intuition, reaching conclusions without any real breakdown or analysis. [...] No matter how difficult or unprecedented the problem, a breakthrough to the best possible solution can come only from a combination of rational analysis, based on the real nature of things, and imaginative reintegration of all the different items into a new pattern, using nonlinear brainpower. This is always the most effective approach to devising strategies for dealing successfully with challenges and opportunities, in the market arena as on the battlefield." (Kenichi Ohmae, "The Mind Of The Strategist", 1982)
"So we pour in data from the past to fuel the decision-making
mechanisms created by our models, be they linear or nonlinear. But therein lies
the logician's trap: past data from real life constitute a sequence of events
rather than a set of independent observations, which is what the laws of
probability demand.[...] It is in those outliers and imperfections that the wildness
lurks." (Peter L Bernstein, "Against the Gods: The Remarkable Story of Risk", 1996)
"In a linear world of equilibrium and predictability, the sparse research into an evidence base for management prescriptions and the confused findings it produces would be a sign of incompetence; it would not make much sense. Nevertheless, if organizations are actually patterns of nonlinear interaction between people; if small changes could produce widespread major consequences; if local interaction produces emergent global pattern; then it will not be possible to provide a reliable evidence base. In such a world, it makes no sense to conduct studies looking for simple causal relationships between an action and an outcome. I suggest that the story of the last few years strongly indicates that human action is nonlinear, that time and place matter a great deal, and that since this precludes simple evidence bases we do need to rethink the nature of organizations and the roles of managers and leaders in them." (Ralph D Stacey, "Complexity and Organizational Reality", 2000)
"The world is nonlinear. Trying to make it linear for our mathematical or administrative convenience is not usually a good idea even when feasible, and it is rarely feasible." (Donella H Meadow, "Thinking in Systems: A Primer", 2008)
"Complexity theory shows that great changes can emerge from small actions. Change involves a belief in the possible, even the 'impossible'. Moreover, social innovators don’t follow a linear pathway of change; there are ups and downs, roller-coaster rides along cascades of dynamic interactions, unexpected and unanticipated divergences, tipping points and critical mass momentum shifts. Indeed, things often get worse before they get better as systems change creates resistance to and pushback against the new. Traditional evaluation approaches are not well suited for such turbulence. Traditional evaluation aims to control and predict, to bring order to chaos. Developmental evaluation accepts such turbulence as the way the world of social innovation unfolds in the face of complexity. Developmental evaluation adapts to the realities of complex nonlinear dynamics rather than trying to impose order and certainty on a disorderly and uncertain world." (Michael Q Patton, "Developmental Evaluation", 2010)
"Internal friction is exacerbated by the fact that in
business as in war, we are operating in a nonlinear, semi-chaotic environment
in which our endeavors will collide and possibly clash with the actions of
other independent wills (customers, suppliers, competitors, regulators,
lobbyists, and so on). The internal and external worlds are in constant contact
and the effects of our actions are the result of their reciprocal interaction.
Friction gives rise to three gaps: the knowledge gap, the alignment gap, and
the effects gap. To execute effectively, we must address all three. Our
instinctive reaction to the three gaps is to demand more detail. We gather more
data in order to craft more detailed plans, issue more detailed instructions,
and exercise more detailed control. This not only fails to solve the problem,
it usually makes it worse. We need to think about the problem differently and
adopt a systemic approach to solving it." (Stephen Bungay, "The Art of Action:
How Leaders Close the Gaps between Plans, Actions, and Results", 2010)
"Motivation is a fine example of social complexity. It is
nonlinear and sometimes unpredictable. It cannot be defined or modeled with a
single diagram." (Jurgen Appelo, "Management 3.0: Leading Agile Developers,
Developing Agile Leaders", 2010)
"We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world. (Paul Gibbons, "The Science of Successful Organizational Change", 2015)
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