From a meta-theoretical view of change, changeability is a central moment of organisational dynamics. Why? If you depend on truth (factual dimension), then, from the beginning, you are dependent upon the great, correct plan, with which you must then also persevere. If you depend on consensus (social dimension), you must ensure from the beginning that everyone is on board and that the unity can hold in the long term. Both rely on ‘perseverance’, and therefore negate the future as a time dimension. However, tomorrow a different scenario can arise, or someone could find something else important. If you depend upon changeability (time dimension), then you develop concepts which effectively enable reversibility. For this, decisions must be revisable. The provisional then becomes the necessity and is not regarded as an expression of unprofessionalism or incompetence. There is, therefore, a systematic and theoretically underpinned reason why, in the last few years, concepts that see time as a resource, are increasingly being developed and are successful. The main buzz word for this is ‘agility’.
Here it is important that adaptability is not seen as an end in itself, but rather as one of two poles in the context of the guiding process dealing with the past. Those who depend on changeability, must, necessarily, also be able to say what should remain constant. Learning is as important as stabilising. Changeability also becomes important when the quality focus shifts from thorough to quick. Here, too, it is only possible to achieve the necessary product quality at the required speed by working with versions. From 1.0 to X.0.