Part I already answers its own objection, and the answer is Rumelt's guidepost. The passage Part I quotes: working with industry-wide or economy-wide change is even more advanced than particle physics, and understanding and predicting patterns of these dynamics is difficult and chancy; fortunately a leader does not need to get it totally right, the organisation's strategy merely has to be more right than those of its rivals, and if you can peer into the fog of change and see ten percent more clearly than others you may gain an edge. Then the image: driving or skiing in fog is unnerving without orientation, and a single recognisable object in the mist gives a sudden point of reference, a guidepost. An attractor state is a guidepost. It says where to head without claiming to know the route or the weather.

Evidence 1 passage

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peer into the fog of change and see 10 percent more clearly than others see, then you may gain an edge. Driving or skiing in the fog is unnerving without any source of orientation. When a single recognizable object is visible in the mist, it provides a sudden and comforting point of reference—a guidepost. To aid my own vision into the fog of change I use a number of mental guideposts. Each guidepost is an observatio

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