learn from gardeners, swarms and the forest

learn from gardeners, swarms and the forest

A different approach to complexity, learning from gardeners, swarms, and the forest

biomimetics

He heard soft footsteps behind him. That didn’t bode well. Who would follow him, late at night and in this narrow alley in the middle of the notorious waterfront? Especially now that he had shot...

Schwärme

This is typo dummy text. From it you can see if all the letters are there and what they look like. Sometimes words like Hamburgefonts, Rafgenduks or Handgloves are used to test fonts. Sometimes sentences...

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Two nimble boxers chase the lively Eva and her pug through Sylt. Franz hunts in completely dilapidated taxi across Bavaria. Twelve boxers chase Viktor across the large Sylt dike. Vogel Quax pinches Johny’s horse Bim....

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Someone must have been telling lies about Josef K., for without having done anything wrong he was arrested one morning. “Like a dog!” he said; it was as if the shame would outlive him. When Gregor Samsa awoke one morning from troubled dreams, he found himself transformed in his bed into a monstrous insect.

And it seemed to them like a confirmation of their new dreams and good intentions when, at the end of their journey, the daughter was the first to rise and stretch her young body. “It is a peculiar device,” said the officer to the explorer, casting a somewhat admiring glance at the apparatus that was nevertheless quite familiar to him.

Organizations Do Not Live in the Org Chart

Organizations are often described as if they were machines: neatly structured, clearly controllable, rationally designed. But when we look more closely, something else becomes visible....
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Between Decay and Renewal-TEST

Anyone walking through a forest quickly notices: nothing stays as it is. And yet, everything appears stable. A fallen tree is not simply “dead.” It...
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What Works When Nothing Works – Interventions in the Unpredictable -TEST

There are situations in organizations where classical control logic fails. This is exactly where the most interesting moments for interventions arise—not as targeted acts of...
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A wonderful serenity has taken hold of my whole soul, like the sweet spring mornings that I savor with all my heart. I am alone and enjoying my life in this region made for souls like mine. I am so happy, my dear, so immersed in the feeling of quiet existence that my art is suffering.

I couldn’t draw now, not a single line, and I’ve never been a greater painter than in those moments.

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Far away, behind the word mountains, far from the countries vowels and consonants live the dummy texts. They live isolated in Buchstabhausen on the coast of the Semantik, a large language ocean. A small stream called Duden flows through their place and supplies them with the necessary rules.

It’s a paradisiacal country where fried phrases fly into your mouth. The dummy texts are not even controlled by the almighty punctuation – an almost unorthographical life. One day, however, a small line of dummy text, its name was Lorem Ipsum, decided to go out into the wide grammar.

Organizations Do Not Live in the Org Chart

Organizations are often described as if they were machines: neatly structured, clearly controllable, rationally designed. But when we look more closely, something else becomes visible. An organization does not live in its boxes, role descriptions, or process maps. It lives in relationships, habits, unspoken expectations, conflicts, improvisations, and recurring patterns.…

What Works When Nothing Works – Interventions in the Unpredictable -TEST

There are situations in organizations where classical control logic fails. This is exactly where the most interesting moments for interventions arise—not as targeted acts of control, but as precisely placed irritations. In a recent talk followed by an intervention, this dynamic became visible. The starting point was an organization trying…

The Illusion of Control -TEST

Organizations are often approached with a familiar mindset: if we define the right KPIs, implement the correct processes, and consistently adjust performance, the desired outcomes will follow. This assumption feels logical — yet it is one of the most persistent misconceptions in modern organizations. The issue does not lie in…

Creating Conditions, Enabling Impact –TEST

Organizations are often treated as if they could be controlled like machines. But the more complex a system becomes, the less direct control actually works. Impact emerges where conditions are thoughtfully designed—not where behavior is tightly prescribed. Design starts with the understanding that people and systems respond to context. Trying…

The Blind Spot of Concepts -TEST

Concepts seem harmless. They structure our thinking, provide orientation, and enable communication. And that’s exactly where the risk lies: they determine what can be seen—and what cannot. When we talk about “control” in organizations, an implicit image immediately arises: someone directs, someone follows. The term carries an entire logic—often unnoticed.…

The Function of Models in Complex Systems-TEST

Complexity resists direct control. What remains is the attempt to understand it. Models are not representations of reality, but reductions. They create orientation by leaving things out. A model is always a decision: what is relevant—and what is not? This decision determines what becomes visible. And at the same time,…

Rules That Don’t Simplify – But Enable Action – TEST

Complexity cannot be reduced without losing something essential. Attempts to simplify complex systems often create exactly the problems they were meant to solve. Dealing with complexity therefore does not begin with simplification, but with accepting unpredictability. What follows are not methods, but rules. Rules that do not control, but provide…

Organization as a Living System – TEST

Organizations behave far less like machines and much more like living systems. They do not follow centralized control but evolve through the interaction of many elements—people, decisions, routines, and unspoken rules. What appears clear and structured in organizational charts is, in reality, interwoven with informal networks. Communication does not follow…

When Control Becomes a Trap: How Over-Optimization Makes Organizations Rigid

When Control Becomes a Trap: How Over-Optimization Makes Organizations Rigid Many organizations dream of “perfect controllability”: clear processes, airtight KPIs, detailed approvals, standardized roles—and ideally a dashboard that flags every deviation in real time. In the short term, this can look efficient. In the long term, it can destroy adaptability:…

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