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In the context

The sheer size if the general context tends to eliminate the construct of
Disruption. That said, slices of the context can be disrupted; for
example, at the national level, an invasion can radically alter the
cultural underpinnings of a society as power changes hands and the

process of upward and downward causation is disrupted. From the
point of view of this Guide, the real issue is disruption of bounded
business systems. Induced by Emergence of something new into the

context and its diffusion.

In the Business World

In the business world, if a ‘culture’ has formed and has become
stabilized in a kind of slow-motion evolution driven mostly by the
shifting mores of the wider culture and the economic markets, it
cannot, by and large, be moved off its trajectory by anything less than

a major business model Disruption that undermines the economic
goals of the whole system.

The depth of trauma and speed of recovery from a Disruption depends
in part on at least five issues:

 The skills of the top leadership in managing the initial trauma
and dealing decisively with the ambiguity of events and the
resultant descent into chaos or disorder. Including the degree to
which they see the disruption as both a threat and an

opportunity as it breaks up the established order.
 The tolerance for adaptation built into the existing culture,
which determines the level of denial and the level of panic and

therefore the employee responses to it.
 The response of the existing power structure that overlays the
system structure (or is parasitic on it) to their potential loss of

power and influence and/or humiliation. Claiming that
emergence ‘go me’ as it makes the world unpredictable is no

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