We must aim, therefore, for changes to any system, whether well established or not. We need to take into account the constraints that are present that limit our drive to change. These are other people and systems already in place, the rigidity of the current system, and rules imposed within the current system that prevents new thought. This gives rise to tension. Implicit within the above statement is that existing rules must be questioned positively and new methods formed to create a truly organic culture. This can be viewed as a constructive process rather than a rebellious approach. The new rules formed should be less restrictive and more open to future change than the current ones.
Extending this principle we can state that all of the above thoughts points to a generalization of the systems where possible, as the more specific the system is the more rigid the rules will become, and chaos is limited or removed completely. Can we take a well-defined specific system and convert it to a more generalized case? We can certainly try, and store the rules of the system in isolation away from the process itself, thereby separating processes from data. Intellectually, it is more challenging for us to be able to generalize because it is hard to devise a 'one solution fits all' mind-set.
Finally, what is it that drives us to make the changes? What is the driving force? Here, we can state that the possibilities of newness and improvement are the driving force. The chicken-and-egg situation is that do we have to have a goal in order to form the process or the re-formation of any process? Or, is a goal in itself the result of the process that we define? It sounds crazy but if we are designing the process without the final objective then we are increasing the number of possible end results by not approaching the end point, as there is no defined end. In this way we would have a generalized theory but no specific end result, so to make sense of the whole thing we must in reality have broad but defined aims when seeking a new improved process.
Modern thought and life-styles revolve around achieving end results and goals, so that if we are given a target, then we are tasked with the problem of creating a process that will yield the result as quickly and as efficiently as possible. Unfortunately in business today our success is measured by what we produce and not by how we produce it. A combination of what we are expected to achieve (stress), and the newness of the solution that we could potentially form, therefore, is the driving force behind change. However, if we question even that which we are expected to achieve then we are changing the order on a larger scale, as achievement of a target is also an element of a larger process.