"In these troubled, uncertain times, we don't need more command and control; we need better means to engage everyone's intelligence in solving challenges and crises as they arise"
About this Quote
The line is a quiet takedown of the reflex that kicks in when things get scary: tighten the screws, centralize decisions, issue directives, hope compliance substitutes for competence. Wheatley frames that reflex as not just outdated but actively counterproductive in “troubled, uncertain times,” when complexity makes top-down certainty a performance rather than a strategy. The phrasing matters. “Command and control” isn’t merely a management style here; it’s a worldview that assumes people are problems to be managed. Against that, she offers “engage everyone’s intelligence,” a deliberately democratic provocation that shifts the unit of power from the executive suite to the network.
Her intent is practical, not utopian. “Better means” signals process: structures, feedback loops, trust, information-sharing, and the permission to adapt locally. The subtext is that crises expose what bureaucracies hide: leaders rarely have the best information, and frontline workers often do. So the real resource in a crisis isn’t authority; it’s sensemaking distributed across the system. Even “as they arise” nudges you away from the fantasy of a master plan. She’s arguing for responsiveness over rigidity, learning over messaging.
Contextually, Wheatley’s work sits in late-20th/early-21st century organizational thinking influenced by complexity science and systems theory, a period when institutions kept discovering that efficiency and control can create fragility. Read now, it lands as a critique of performative strong leadership: the kind that looks decisive on camera while the actual solutions are being improvised, quietly, by everyone else.
Her intent is practical, not utopian. “Better means” signals process: structures, feedback loops, trust, information-sharing, and the permission to adapt locally. The subtext is that crises expose what bureaucracies hide: leaders rarely have the best information, and frontline workers often do. So the real resource in a crisis isn’t authority; it’s sensemaking distributed across the system. Even “as they arise” nudges you away from the fantasy of a master plan. She’s arguing for responsiveness over rigidity, learning over messaging.
Contextually, Wheatley’s work sits in late-20th/early-21st century organizational thinking influenced by complexity science and systems theory, a period when institutions kept discovering that efficiency and control can create fragility. Read now, it lands as a critique of performative strong leadership: the kind that looks decisive on camera while the actual solutions are being improvised, quietly, by everyone else.
Quote Details
| Topic | Team Building |
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