Ideas From the thinking behind Omnicomplexity
Who changes the rules?
Every organisation runs on rules nobody remembers choosing. How a handover happens. Who signs off. How long you wait for the thing you need. They were never really decided; they accreted, and then they stayed. And the person a rule bites is rarely the person who can change it.
The rule does not live above you. It lives elsewhere, held by people, in the same web you are in. The people have names, the elsewhere is a place, and places can be reached.
Some of those rules are held hard, by people you can name, for reasons that make sense where they sit. Others have no hands on them at all, and stand only because everyone assumes someone is holding them up. From underneath, you cannot tell the two apart.
You cannot tell a conviction from a convention by how hard it presses.
Which rule is really biting, and whose hands hold it: the book follows that question through real organisations, all the way to the one person who could move it this quarter.
Finding the person who can actually change the rule is the first thing we do inside an engagement. See how that works in practice.
This is the argument of the book. Omnicomplexity follows it through real organisations, all the way to what to do on Monday.