As leaders, we have to accept that we can’t control whole communities of people—we can nudge them only in directions they are disposed to go. When attempting culture change in complexity, Dave Snowden says, “we manage the emergence of beneficial coherence within attractors, within boundaries.”6 That’s a mouthful, I know. In the common tongue it might read something like this: we try new things, notice positive and negative patterns, amplify what’s working, and minimize what isn’t.
