ABSTRACT
If we are going to deal seriously with Compression, we need working organizations vastly superior to those of today. e big potential for improvement is in learning to do much more with much less. is chapter will explore how to “learn how to learn,” in three parts:
Individual learning• Process learning-revolution of man-made processes or inuencing • natural ones to do much more with much less Organizational learning by more eective systems and behaviors•
Just learning that Compression is upon us is no small intellectual challenge-and an emotional one. Our instincts from the expansionary era scream that it must really not be so. Once convinced that Compression is real, there is no pat, once-and-for-all answer. We must personally think through everything we do-and rethink it-for none of us alone can begin to comprehend the details of complex interrelationships in our technological society. For this, we need fast-learning organizations, able to dive quickly and deeply into technical, natural, and man-made processes (or systems) and connect the dots. We have to become better not only at analysis, breaking things down, but also at synthesis, integrating them together, moving quickly beyond amazement by drawing big diagrams exploring newly seen systems connections from a wider world.1
