Horus e as empresas

Depois de ouvir Jordan Peterson fui à procura da interpretação da Trindade: Osíris, Horus e Isis. Encontrei este texto, "Lectures on Personality by Jordan Peterson—#2 Mythological Representations":

"Osiris (center) | is the god of tradition & culture—a pillar—he’s an abstraction of the patriarchal force that stands behind tradition. “Tradition” is a way of behaving and cooperating with one another, which is a pattern of behaviors.
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Order (Osiris) and Chaos (Isis) | They are wedded together. Humans cannot exist without a frame of reference, a solid structure that allows them to navigate their way through life. On the other hand, there will always be unknowns that could arise suddenly that we can’t cope with. (e.g. you’re in a solid relationship with someone and then they tell you they’ve been having an affair the entire time. This crosses the border between what you thought you knew (order) into the great unknown (chaos)…
Horus (left) | Order and chaos can unite and create a third thing, the god of attention. Horus is depicted with the head of a falcon, because of the animal’s superior sight. They fly over everything in the sky, and they can see everything. Horus is alert, with his eyes open. (See also, the Egyptian eye). For example, if everything is going well (too much order), you might get bored or lazy, and fail to pay attention to potential warning signals that chaos is imminent. You need just the right amount of chaos to keep you alert and push yourself, but not so much that will paralyze you."

Depois, fui buscar um texto lido ao fim da tarde, "Why Companies Should Blow Up Best Practices":

"Relying on best practices does not guarantee future success. Today’s accelerated speed of change means that business leaders need to ditch old habits and bring a fresh perspective to their operations if they want to get to the top and stay there.
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Many people or companies assume that best practices are good for a firm. Can you explain why that’s not always the case?
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Geoff Tuff: No, it isn’t. There’s a good reason why best practices exist. For many, many years, people learned the lessons of their forebearers as the way to operate their businesses, whether they were generally in an industry or within any specific company. When things don’t change that quickly, when things change on a linear basis and you can predict the way that things are likely to turn out in the future, that’s completely fine. Doing the things that people have done before actually is a good way of being successful.
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However, when change accelerates and we can no longer rely on the lessons of the past to do things well, that’s where best practices become really dangerous. [Moi ici: Recordar Zapatero e os outros] The great fallacy about best practices is that they can somehow create some competitive advantage. But if everyone is following best practices, there is no advantage there. Best practices don’t become best, they become average.
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The No. 1 attribute is curiosity. The notion of beginner’s mind, which is something that’s spoken about in a lot of business circles these days, comes originally from Zen Buddhism. There’s a famous quote in Zen Mind, Beginner’s Mind by Shunryu Suzuki that’s something along the lines of, “In the beginner’s mind, there are many options. In the expert’s mind, there are few.” What we’re challenging companies to do today is not to bring an expert’s mind to the table, not to presume that we know the way things will operate, we know the way our markets will unfold, we know the way our competitors will react if we do certain things. Instead, look at things afresh, which is exactly what entrepreneurs do when they try to bring a new, disruptive business model to an industry."