The Next Next Common Sense - TEXT

The Next Next Common Sense

alignment of context, viewpoint, purpose, and action that enables further purposive action.” This definition remains fundamentally sound, but its application has evolved dramatically in the digital age. Traditional organizations sought coherence through standard- ization: uniform processes, consistent messaging, and centralized decision-making. This approach worked reasonably well in stable envi- ronments where change was incremental. Today’s business landscape de- mands a more dynamic form of coherence—one that can accommodate continuous change, distributed authority, and diverse perspectives while maintaining a clear sense of shared purpose. Consider Microsoft’s transformation under Satya Nadella. When he became CEO in 2014, Microsoft was struggling with competing priorities and internal competition. Rather than imposing a rigid restructuring, Nadella created coherence through a powerful sense of purpose: “em- powering every person and every organization on the planet to achieve more.” This purpose became a gravitational center that aligned disparate business units without constraining their autonomy. Cloud computing, gaming, and productivity software could all evolve independently while contributing to this shared mission. This example illustrates what I call “dynamic coherence”—alignment that accommodates continuous change and adaptation. Unlike static coher- ence, which depends on consistency and standardization, dynamic coher- ence emerges from shared purpose, clear principles, and meaningful feedback loops. It doesn’t eliminate complexity; it creates navigable patterns within it. CR OE SHI EL RI EENNCCEE: CA AS UASSAOLUMR EC CE HOAFN I S M S The COVID-19 pandemic offered a stark demonstration of the rela- tionship between coherence and resilience. When physical workplaces closed overnight, organizations had to reinvent their operations in real time. Those with strong coherence displayed remarkable adaptability; those without it often floundered.

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