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We live in organizations addicted to problematic narratives. My purpose is to develop intelligent action understandings of how to care for organizations addicted to problematic elevator pitch narratives and one-sided stories by mapping quantum storytelling “Tamara-Land” forces ignored beneath and between them both (Boje, 1995). Tamara-land is the everyday activity of people in organizations chasing stories spatially distributed in different rooms, hallways, buildings that are temporally simultaneous, with materialities that are agential to the telling. For example, in this conference, the immersive theater into Tamara-Land is done in Steel Case open office spaces, as audience decides which actors to follow as they exit each scene. You cannot chase them all, and cannot be everywhere at once in this spacetimemattering. Quantum storytelling does not search for simple word or text messaging tag lines to explain open offices. Quantum storytelling uncovers deep behavior patterns of the spacetimemattering. “Quantum storytelling includes nondiscursive and behavioral aspects embodied in the storyteller’s life, in their living story behavioral-performative agentiality” (Boje, 1995, p. 114) and in nonhuman’s materialism featured in Karen Barad’s (2007) and Anete Strand’s material storytelling work. Quantum storytelling of Tamara-Land mapping at macro scale traces the interplay of people, planet, and profit (aka Triple Bottom Line, 3BL) but does not reduce it to imagined profitability metrics. I will critique 3BL for not proposing any method to measure people and planet first and by default reducing all dimensions to just bottom line profit measures. The consequence is that a runaway, maximizing fractal, known in socioeconomic work as the Taylor–Fayol–Weber rationality or “TFW virus” (Worley, Zardet, Bonnet, & Savall, 2015, pp. 23–24; Savall& Peron, 2015), attains functional structuralism (Alvesson & Spicer, 2012). In quantum storytelling fractal work, it’s “TFW fractal” profiteering that is destroying both planet and people, at an ever-accelerating rate (Boje & Henderson, 2014; Boje, 2015; Henderson & Boje, 2015). My contribution is to propose a different fractal pattern, the Mandelbrot fractal that actually sets limits on runaway fractal appetite. Both the 3BL and the VA techno-digital fractal narrative spiral more and more materials, energy, and people into the risk of an addictive TFW virus pattern, without limit.

In this paper, we look at how understanding the basic rules governing the iterative mathematical generation of fractals might be translated into understanding a mathematics of social systems. In particular, we will apply the fractal metaphor to illustrate the creation of a coherent strategic orientation in a nonprofit organization. We believe that the use of “stories” in prominent organizational publications is an integral part of the generation of a coherent strategic orientation.

This chapter describes the theoretical contributions of Fractal Change Management (FCM) in relation to Quantum Storytelling theory and practice. Building on the application of complexity theory in the hard sciences as well as social contexts, this chapter considers the areas of overlap and difference between FCM and its theoretical fellows, summarizing selected concepts from FCM, considering the strengths and weaknesses of the method in various contexts, as well as its development over time. Prior studies in the yoga and nonprofit communities are briefly discussed along with ongoing work with software developers. Areas for further study are examined in detail, as a way to establish an antenarrative for this line of inquiry that honors its lineage as well as its contributions to the body of knowledge.

In a competitive business environment, organizations must leverage their resources efficiently in order to provide system‐wide solutions and maintain the standards all customers expect. To do so, the resources must be integrated; however, the integration of information and resources within organizations has thus far not produced satisfactory results. In contrast, it has been found that efficient, ongoing and timely transfer of information is conducted over the internet. This research seeks to examine whether the use of internet technology within organizations can indeed enhance and streamline the ability of employees to function as fractals in complex organizations.

The research is a qualitative study, allowing for the examination of behavior in the organizational reality as is, by analyzing interviews and observations of over 60 employees in different organizations.

It is found that the ability of a digital social network to create immediate system‐wide solutions, together with a management approach that transforms the organization into a complex adaptive system, allows employees to behave as fractals – i.e. to share applied‐knowledge, to take responsibility for performance and management of the processes, to update their superiors, and to develop self‐management abilities at the local level.

Social networks in organizations should be viewed as a shared “knowledge” system. Use of the network is “natural” and less rational and synchronized up front. However, it must be backed by a relevant management culture that enables all employees to serve as fractals in a complex adaptive system. In this manner, employees can contribute personally to work processes, determine their needs, and receive credit.

The purpose of the paper is to explore coherence across key disciplines of knowledge management (KM) for a general model as a way to address performance dissatisfaction in the field.

Research employed an evidence‐based meta‐analysis (287 aspects of literature), triangulated through an exploratory survey (91 global respondents), to gather data on the drivers for KM. The paper attempts to demonstrate self‐similarity across six key KM disciplines using fractal theory as a data analysis tool.

Appear to demonstrate self‐affinity between key disciplines in the field of KM. This provides a strong signpost for future research in the field when attempting to address practitioner dissatisfaction in performance.

The paper cannot determine importance, or value of the factors discussed. The meta‐analysis allows us to determine the existence of the identified functions and enablers. Limited representation of literature from outside the Northern Hemisphere will not allow for an assertion as to validity outside of this area. Findings could not determine whether factors were stable through time. While outliers in the data provide signposts for further research, it could be attributed to situated variance.

This paper could influence future research and practice through support for the development of general models for the field. It signposts affinity between disciplines, which could direct theorists and practitioners to explore solutions outside of their situated discipline through a shared understanding.

The fractal theory data analysis approach appears to be unusual if not unique in the field of KM. The evidence‐based meta‐analysis provides depth and rigour with the results triangulated against an exploratory survey, which offers a richness of findings that speaks directly to the needs of the field.

The purpose of this paper is to describe how a fractal-based quality management infrastructure could benefit quality improvement (QI) and patient safety efforts in health care.

The premise for this infrastructure comes from the QI work with health care professionals and organizations. The authors used the fractal structure system in a health system initiative, a statewide collaborative, and several countrywide efforts to improve quality of care. It is responsive to coordination theory and this infrastructure is responsive to coordination theory and repeats specific characteristics at every level of an organization, with vertical and horizontal connections among these levels to establish system-wide interdependence.

The fractal system infrastructure helped a health system achieve 96 percent compliance on national core measures, and helped intensive care units across the USA, Spain, and England to reduce central line-associated bloodstream infections.

The fractal system approach organizes workers around common goals, links all hospital levels and, supports peer learning and accountability, grounds solutions in local wisdom, and effectively uses available resources.

The fractal structure helps health care organizations meet their social and ethical obligations as learning organizations to provide the highest possible quality of care and safety for patients using their services.

The concept of deliberately creating an infrastructure to manage QI and patient safety work and support organizational learning is new to health care. This paper clearly describes how to create a fractal infrastructure that can scale up or down to a department, hospital, health system, state, or country.

Tonya and Anete are new players at sc’MOI, but this theme emerges at the tail end of sc’MOI so they are best to explicate it. This chapter describes the theoretical contributions of quantum storytelling theory (QST) and practice. Building on the application of complexity theory in the hard sciences as well as social contexts and theory on multimodal constituency, this chapter considers the areas of overlap and difference between quantum storytelling and its theoretical fellows, with special attention given to sociomateriality, storytelling, feminism, fractal, and complexity theory.