
In "Surfing the Edge of Chaos," Pascale reveals how successful organizations thrive by embracing nature's principles rather than fighting them. NASA's adaptive leadership model draws from these concepts. Can your business evolve or will it become extinct in today's unpredictable landscape?
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What if everything you learned about managing organizations is fundamentally wrong? Picture the dodo bird-flightless, defenseless, and perfectly adapted to an island paradise without predators. Then humans arrived, and within decades, the species vanished. Now consider IBM's strategic planners in the 1980s, who accurately predicted the shift to personal computers and open architecture. They saw the future clearly, yet their organization changed nothing. Instead, executives simply raised mainframe prices to cover declining margins, watching their empire crumble in slow motion. This isn't a story about ignorance-it's about something far more dangerous: organizational equilibrium masquerading as strength. The most haunting question in business isn't whether you can see threats coming. It's whether you can respond when everything in your culture screams to maintain the status quo. Fortune 500 companies show declining survival rates: 10% attrition from 1976-1985, jumping to 30% from 1986-1990, and 36% from 1991-1996. Most likely saw competitive threats coming but couldn't translate awareness into action.
Разбейте ключевые идеи Surfing the Edge of Chaos на понятные тезисы, чтобы понять, как инновационные команды создают, сотрудничают и растут.
Выделите из Surfing the Edge of Chaos быстрые подсказки для запоминания, подчёркивающие ключевые принципы открытости, командной работы и творческой устойчивости.

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Создано выпускниками Колумбийского университета в Сан-Франциско
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Создано выпускниками Колумбийского университета в Сан-Франциско

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