ABSTRACT
In this chapter, the author examines an aspect of human ecology–organizational ecology. They also look at the challenge of planning for the future, which is essential for sustainable development, given the endemic uncertainty in the direction of events and organizational constraints. Organization theorists use the term 'turbulent environment' to describe the conditions which give rise to the limits to governance. Increasingly, therefore, innovative management organizations are prepared to devote resources to productive, if temporary, linkages with other agencies and other sectors: public with private sector, private with voluntary sector. Action learning is the means by which organizations can deal with rapid and complex change which causes process outcomes and organizational objectives to be mismatched. Turbulent change can be seen as systems of problems or errors which need to be dealt with through learning and alteration of individual, professional and organizational beliefs.
