People struggling to transition from process to network and from complicated to complex, often complain it feels like “…an unstructured free for all.” This is a typical and expected interpretation of key properties like emergence, non-determinism and self-organization. Maturation and evolution from failing, linear and order-system approach to networks and complexity is not easy.

One of the more harmful ethos of contemporary business training is the ‘bias to action.’ People proudly exclaim they are a, “Ready, Fire, Aim!” culture. Inaction is seen as a weakness, a defect. Doing something was better than nothing. While this is okay in deeply heuristically-oriented learning culture, for most it does more harm than good.

Today, there is a headlong flight to the social reorientation of everything. It is important since it is how humans behave. It is not engineering. There is no way to control or command it.

The ‘bias to action’ is counterproductive. The reason is because complex networks are only served, never created. The structures, properties, performance emerges from interaction and flow only. They are not conceived, designed or executed. They do not respond to intervention, reductionism or analysis. BPR is the antithesis of complex network comprehension.

The simple fact is 20^th Century management modalities of controlling, commanding, engineering, processes and management are counterproductive. Enterprise productivity, innovation and prosperity is led by cultivation, coordination and conversation. Modern business must retired their pernicious process hierarchies. They must develop an authentic network comprehension and a bias to thinking, narrative and sensmaking.