Nature and the Myth of Control

Nature teaches us a lot about the myth of control. We can’t control the weather like hurricanes, blizzards, or rainfall. We have no influence over the flight patterns of bees, wildfires, or whether a fish will bite our line.

We aren’t surprised by these things because we understand we can’t control Nature. Instead, we notice what’s happening and adjust accordingly. We remain flexible.

We commune best with Nature when we observe, identify patterns, and experiment with ways to live through its challenges. For example, we know driving in a blizzard isn’t safe, so we change our schedules and stay home until conditions improve. Similarly, wildfires or storm surges spur us to evacuate. We use tools—from science-driven forecasts to simply looking out our windows—to dress appropriately for the temperature each day.

We learn these simple, obvious behavioral shifts at a young age. It feels intuitive, but we automatically begin to adapt when we truly accept that something is outside of our control. Our behaviors align naturally and easily with external factors, without much thinking about it.

Understanding the myth of control

Control is only possible in static, predictable situations. Nature is a living system, interdependent and dynamic. What we often don’t realize is that our organizations are also living systems. By recognizing this, we see that our pursuit of control within organizational settings is a faulty myth. It’s no more attainable than the goal of controlling Nature.

Yet we live in a world where organizational competence is often defined by control—control of events, messages, and people. We quantify success through metrics, convinced that what we can measure, we can manage. In the process, we build rigid systems that give us the illusion of mastery but little room for adaptation. These systems often take the form of:

• HR programs designed to measure and control employee behavior.
• Measurement dashboards focused on outcomes, not effort.
• Reward incentives that encourage competition and micromanagement.

These practices create short-term order but long-term brittleness. They may produce compliance, but rarely creativity or resilience. Nature doesn’t work this way, and neither do healthy, adaptive organizations.

Adapting naturally

What does it look like when we begin to lead from the perspective of adaptation, instead of control?

• Reward systems prize self-organization and reinforce purpose.
• Supervision supports collaboration, self-sufficiency, and innovation.
• Slow variables like empathy and trust are nurtured and celebrated.
• We relinquish the idea that control is possible, necessary, or useful.

When we shift from control to adaptation, we begin to treat our organizations as living systems in constant motion. They’re capable of learning, evolving, and responding to what is happening here and now. In a BANI (Brittle, Anxious, Non-linear, and Incomprehensible) world, this shift is not optional. It’s essential for creating healthy, sustainable organizations rooted in purpose and focused on everyone’s well-being.

When we stop trying to control things, the magic begins to happen. We build trust, reduce stress, and productivity soars. We find meaning and even joy in our work.