Organisations as Complex Adaptive Systems
In 1911 Frederick Winslow Taylor published The Principles of Scientific Management, and its best-remembered passage concerns a man loading pig iron at Bethlehem Steel. Taylor calls him Schmidt.
Organisations aren't machines.
A way of seeing the forces that shape how organisations actually work. Essays and a free AI transition diagnostic by Rich Bennetts.
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Four forces
How the framework works- “Our AI transition is being managed collaboratively, with input from across the organisation.”
- “If I publicly disagreed with how AI is being rolled out, it would be noted.”
A contradiction pair from the diagnostic.
The AI Transition Diagnostic
It looks at what AI is doing to the people in your organisation: who gains power, what nobody will admit they don’t know, what happens to professional identity, and who is being left outside. Its headline result is the gap between the official story and lived experience.
Free for individuals. Your answers never leave your browser.
Rich Bennetts
The Fractured Lens is my practice. I hold a Masters in Psychology and draw on depth psychology, existential philosophy and organisational theory to look at what organisations would rather not see about themselves.
I work from Hawke’s Bay, New Zealand.
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