Comment: This contrast reflects the essence of the Vector Theory of Change, where naturalistic approaches focus on setting directional vectors rather than fixed goals. By stimulating conditions for change and monitoring emergent patterns, organizations evolve organically toward outcomes that are contextually appropriate—much like how Conversational Leadership emphasizes guiding conversations to influence direction without controlling the destination.In the idealistic approach, the leaders of an organization set out an ideal future state that they wish to achieve, identify the gap between the ideal and their perception of the present, and seek to close it.
This is common not only to process-based theory but also to practice that follows the general heading of the “learning organization”.
Naturalistic approaches, by contrast, seek to understand a sufficiency of the present in order to act to stimulate evolution of the system.
Once such stimulation is made, monitoring of emergent patterns becomes a critical activity so that desired patterns can be supported and undesired patterns disrupted.
The organization thus evolves to a future that was unknowable in advance, but is more contextually appropriate when discovered.
Credit: Dave Snowden
People: Dave Snowden (1)
Posts: Dave Snowden (7)
- Carpe Diem – Seize the Day Seize the day everyone
- Changing People ** The challenge of trying to change people
- Conversations Through the Cynefin Lens Unraveling the intricacies of everyday conversations
- In Complex Situations Cause and Effect Can Only Be Understood in Retrospect Why prediction breaks down in complex situations
- The Cynefin Framework A conceptual framework to help make decisions
- The Vector Theory of Change Navigating change in a complex world
- We Humans Are Complex Human socio-technical systems are complex
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Quotations: Dave Snowden (14)
- A Wayshaper Does Not Direct Dave Snowden
- Changing the Interactions Between People Dave Snowden
- Complex Humans Are Mind-body-world Beings Dave Snowden
- Decisions Are Shaped Before They Are Made Dave Snowden
- In Complexity We Start Journeys with a Sense of Direction Dave Snowden
- Knowledge Is Given When It Is Needed Dave Snowden
- Knowledge Management Should Deal with the Evolutionary Possibilities of the Present Dave Snowden
- Mindset Change Smacks of Indoctrination Dave Snowden
- Stop Making Lists of Idealised Qualities of How Things Should Be Dave Snowden
- The Intent Is Pelagian. the Architecture Is Augustinian. Dave Snowden
- True Eureka Innovation Is Only Going to Happen by Engagement in the Real World Dave Snowden
- True Values Are Not Taught and Declared Dave Snowden
- We Always Know More Than We Can Say Dave Snowden
- What Is Organizational Culture? Dave Snowden
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In-person, 7–11 September 2026, Warbrook House, Hampshire, UK
We are living and working in conditions of uncertainty, complexity, and rapid change. Many leadership approaches still rely on control, expertise, and tools that no longer fit the realities people face.
This week-long immersive workshop brings people together to practise Conversational Leadership as a shared, lived experience. It is not a training course but a space to slow down, think together, and explore how leadership emerges through dialogue, responsibility, and real engagement.