[W]ith variety on the rise, resources not properly acknowledging variety are increasingly ill-equipped to facilitate sign exchange. Failure that is easily predicted from a variety perspective, is belatedly admitted, if at all. Without any metatheoretical clue it never dawns on decision makers and contractors alike that basic assumptions are at fault, and a shift is sorely needed.

in: Invitation to contextualism

 

[C]ontextualism does not really take hierarchy seriously, thereby making it inherently, to say the least, difficult to pass the gatekeepers of the powers-that-are who, being in that respect rather blind, maintain that (social) order depends on hierarchy (and, of course, on them at the top of it). Exceptions notwithstanding (but I still don’t know any), they just fail to — want to — ‘get’ interdependency, even believing it poses a threat.

in: note 53.12

 

The dilemma with adoption is, as I see it, that a person as decision maker needs to be convinced. The obstacle is that such people deem themselves successful and, worse even, that they owe their successes completely to themselves. There are motivationally blind to credit situations. (Yet they are quick to debit situations when they fail.)

in: note 56.19

 

[P]roblems, [and opportunities, for that matter, should be considered] both in multitude and interdependent. Regretfully, that is not all what business cases are usually about, instead merely aiming at solving a single so-called issue and be damned the consequences. So, I am very aware that a business case for Metapattern is extremely difficult, if not impossible, to make to currently fashionable management.

in: note 71.4

 

I am afraid many, if nowadays not most, so-called decision makers don’t easily take and follow advice calling for a change of course (let alone paradigm). Usually a personally felt disaster has to strike for them to support change (and until they withhold from panic, all we can do is wait, being around and hoping that someone equally lacking in insight as they do doesn’t gain control).

in: note 71.40