"Adapt approaches in response to changing circumstances. One of the traps of mechanical management is the tendency to seek universal and permanent solutions to complex problems. Processes and procedures are alluring, especially in large organizations, because they seem to be ways to tame complexity by dividing problems into simple tasks that can then be managed separately and predictably repeated. The problem is that the world is more complex than these static universal processes acknowledge — and even if they work for a while, they inevitably become stale and outdated as the environment changes.Trechos retirados de "Think Biologically: Messy Management for a Complex World"
In a complex world, there is no universal formula for problem solving. So what should managers do? Their best bet is to iteratively conduct small, low-cost experiments that can then be scaled up or down on the basis of their relative success.
This mode of problem solving through constant experimentation needs the right organizational enablers. Individual teams require the autonomy to run experiments with minimal hierarchical direction, because worthwhile ideas and initiatives often spring from individuals closest to the front line. Moreover, they need to be empowered to take full advantage of the experimental learnings. At Intuit, teams running experiments often have embedded data scientists to help them draw rigorous conclusions from their trials. Finally, teams require a culture that prioritizes learning over immediate profitability or efficiency. Experiments are not valuable unless there is a legitimate chance of failure, so businesses must help teams and individuals become bold enough to attempt such risky experiments."