I see more and more individuals doing “organizational change in complex systems” frowning on the mention of “best practices”, documentation, and planning, because:

“in an increasingly interconnected world where technology, information, and customer expectations evolve at an accelerating rate, insights from past performance quickly become irrelevant in many scenarios”

https://medium.com/topology-insight/best-practices-are-useless-in-complex-systems-f7797a12071

All such “modern approaches” to dealing with complex systems forget that the insight from past performances is the only thing we can actually rely on while preparing for the uncertain future.

They also forget that organizations normally work, not in any one of the clear, complicated, complex, and chaotic domains at any point in time, but they are rather in and out of all of those situations all the time, and different parts of the same organization can also be in different situations at the same time.

Best practices are also not “silver bullets” as they would like you to believe. Best practices are the default (only possible) response the system can produce to par the current situation because it depends primarily on the #knowledge_state the system is currently in.

Having diverse perspectives, allowing time for experimentation, and maintaining short and direct learning loops are not some new and “improved” methods the organization should start adopting when things get complicated or complex, but should be rather part of the (documented and planned) very best practices an organization adopts as the normal way of doing business.