The Cynefin Practitioner
CYNAsks which kind of situation each chapter points at — Clear, Complicated, Complex, Chaotic — and reads wu wei as governing the Complex.
What stops me cold is the verb: cut off, discard. Not reform the virtues — delete them. “Cut off benevolence, discard righteousness, and the people return to filial love.” On its face that’s mad. But I’ve watched it happen. The moment an organisation names a value — we are a caring company, posters in the lift — caring becomes a performance to be audited, and the actual care leaks out the bottom. The name turns a living disposition into a box to tick.
In my vocabulary, these named virtues are a Clear-domain move: here is the right behaviour, here is the standard, comply. But care, trust, honest dealing are properties of a complex human system — they cohere only in hindsight and die the instant you mandate them. You cannot order emergence into existence. Push on it directly (為, forcing) and you get exactly the simulacrum the chapter mocks: cultured refinements that are “not enough.”
So the practical turn is the last lines: “see the unbleached silk, embrace the uncarved block, lessen the self, make desires few.” That’s not a value statement; it’s an enabling constraint — a boundary that opens possibility rather than dictating outcome. Remove the slogans, the incentives, the heroic self-display; leave a plain ground, and let filial love grow back on its own. What changes for me: next time a client wants to launch a values programme, I ask what we’d have to stop doing for the value to return by itself.