ABSTRACT
One of the many fascinating things about working with unthought knowns is that the codings of shared dominant logics could be slightly different and yet the contents of the reference system would be largely the same. The practice-logic interventions proposed above will change I3’s reference system, nudging it away from legacy toward something resembling a post-industrial enterprise. Culture does not come from the top, but culture change is impossible without courageous, curious, and skilled adaptive leaders. This is because changing a culture in the modern, cognitive science conception is a vastly different enterprise – a much more psychologically and emotionally demanding one – than thought of in the mainstream. The only way to change a reference system – the underpinnings of culture – is to change practices. This is because culture is first and foremost a cognitive phenomenon, a function of shared tacit logics with a neurochemical basis.
