The word "emergence" is usually related to surprises. By definition, if we know the steps to generate the desired outcomes, then emergence isn't happening. Yet, just because specific outcomes are unpredictable, doesnt mean it is impossible to work with emergence. It just requires a shift in orientation. With clear intentions and a well-set context, it is possible to engage creatively with emergence.(Hogans, 09).
While we cant control emergence, we can use our knowledge to focus intentions to guide our work. We can disrupt established patterns, explore the diverse, often conflicting, aspects of
the system, and discern the differences that make a difference so that a novel whole arises that serves us all well (Hogans, 09). Hogans (09) suggests to ask the following questions for invoking emergence:
How do we disrupt coherence compassionately?
How do we engage dissonance creatively?
How do we realize novelty wisely?
Similarly, in social systems, simple acts of individual entities can create higher-level order. Conversations among diverse people about complex topics may lead to unexpected breakthroughs.
This is the nature of emergence. It is radically different from the predictable flow of
managed change. It requires opening to unfamiliar people or ideas, welcoming who and what appears. It takes reflecting on what we are noticing and making meaning of it. Once underway, it can create "a sense of excitement and spirit of possibility that become the hallmark of creation".(Hogans, 09).
