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…
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…
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.…
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…
