Indeed, most of the applications of best practices that go on in the managerial world make this mistake. They assume that a best practice is a code not a cue, and that it exists in Quadrant A. The managerial perspective is intentional coherence. One either finds an existing path and labels it or one creates a new label and enforces categories. This goes back to explanation by assigning labels. One is labeling things as coherent. Again, we call that ascribed coherence.
In the world of ascribed coherence, Quadrant D doesn’t exist. The sphere of activity that goes on is trying to mediate between known and probabilistic meanings. One takes action between the known and probabilistic occurrences. With regard to the stuff that’s fuzzy and messy, one tries to find a model that supposedly resonates, like best practices. But the resonance is one of recurrence. This is resonance the way a computer would define resonance. One sees the same pattern over and over again. It is resonating. That is not how humans experience resonance. Resonance is an emotional reaction. If there is no self, there is no emotion.
