The collective web of beliefs in an organisation that forms ‘culture’ does not exist in isolation; it is deeply interconnected, shaping and reinforcing one another to form the foundation of shared identity. When new ideas challenge these beliefs, the response can feel personal, even threatening, making cultural transformation one of the most complex leadership challenges.

True cultural change is not a technical problem to solve. It cannot be achieved by setting a goal, creating a plan, and executing it like a checklist. Instead, it requires the unravelling and reweaving this web of shared beliefs through ongoing inquiry, humility, and patient leadership. This reweaving process intersects pragmatism and Omnicomplexity, offering practical approaches to guide leaders through meaningful transformation.

Humble Curiosity Through Fallibilism

No belief is beyond question. Fallibilism, a core principle of pragmatism, reminds us that all knowledge is provisional and open to scrutiny. In a complex world, this principle fosters curiosity and encourages exploration rather than rigid adherence to established truths.

Leaders who embrace fallibilism recognise that even long-standing organisational priorities, such as efficiency, may need re-evaluation. Imagine a company whose relentless pursuit of efficiency has stifled its ability to adapt. A leader might ask, "What if we’ve been wrong about prioritising efficiency over resilience?" This simple question opens the door to exploring alternative approaches, such as building redundancy into processes or focusing on innovation over immediate cost-saving.

Actionable Insight for Leaders: Incorporate the question, "What if we’re wrong?" into strategy reviews. Encourage teams to experiment, treating unexpected outcomes as valuable learning opportunities.

Acting Amid Uncertainty with Anti-Skepticism

Complexity rarely offers the clarity leaders crave. Waiting for perfect certainty often leads to inaction, yet decisions must be made to move forward. Anti-skepticism, another pragmatic principle, advocates for taking action with the knowledge currently available, refining understanding through iteration.

For instance, consider a leadership team unsure about how best to improve employee engagement. Instead of delaying action to gather exhaustive data, they could pilot small-scale initiatives—such as mentorship programs or flexible work options—and refine these based on employee feedback. Acting in the face of uncertainty creates momentum and provides the insights needed for further refinement.

Actionable Insight for Leaders: Frame ambiguity as an opportunity. Encourage teams to agree on small, actionable steps to reduce uncertainty and learn as they go.

Treating Models as Guides with Anti-Representationalism

Frameworks, metrics, and plans are valuable tools, but they are imperfect representations of reality. Anti-representationalism advises against rigidly adhering to these models, instead treating them as flexible guides to inform decisions and adapt to context.

Take the adoption of a framework like Scrum. A team that initially follows it dogmatically may later find that rigid adherence stifles creativity or creates unnecessary bureaucracy. By reflecting on their unique context and shared goals, the team adapts Scrum practices to better serve their needs, focusing on outcomes rather than compliance.

Actionable Insight for Leaders: Treat frameworks as living tools. Regularly ask, "Is this helping us achieve our goals, or is it holding us back?" Encourage teams to adapt practices rather than standardise them rigidly.

Linking Beliefs to Actions with the Pragmatic Maxim

Transformation is driven not by intentions but by actions and their outcomes. The pragmatic maxim ties the meaning of beliefs to their practical effects, aligning perfectly with Omnicomplexity’s emphasis on feedback loops and emergent behaviours.

For example, a leadership team that values transparency must embody this belief through tangible actions, such as holding open Q&A sessions or sharing key decisions with employees. These actions reinforce the value of transparency, turning it from an abstract idea into a lived experience within the organisation.

Actionable Insight for Leaders: Translate values into observable behaviours. Identify specific actions that align with organisational beliefs and measure their impact.

Reweaving the Web: A Leader’s Role

Culture cannot be mandated or installed. It is an emergent property of the interactions and beliefs within an organisation. Leaders play a critical role in reweaving this web by creating environments that support inquiry, experimentation, and adaptation.

Key actions for leaders include fostering psychological safety, where teams feel confident questioning assumptions and exploring ideas without fear of failure. Leaders must also act decisively but iteratively, testing changes on a small scale and refining them based on feedback. Finally, they should focus on aligning values with actions, ensuring that the organisation’s shared beliefs are expressed in practical, meaningful ways.

Transformation Through Pragmatism and Omnicomplexity

Cultural transformation is not a single leap but a series of thoughtful steps. By embracing fallibilism, anti-skepticism, anti-representationalism, and the pragmatic maxim, leaders can guide their organisations toward meaningful and lasting change. These principles, when combined with the dynamic and interconnected perspective of Omnicomplexity, create a powerful framework for reweaving the shared beliefs that define organisational culture.

When leaders commit to this process, they move beyond surface-level change to reshape the underlying web of beliefs, creating organisations that are resilient, adaptive, and aligned with their purpose.