What is perhaps most strange about the invocation of competition as the primary driver of our economies is that behind the masculine bluster of ruthlessness, most businesses and businesspeople operate in a manner far more similar to real ecosystems. This is why all big organizations, for instance, have ambitions to function with the cooperative efficiency of termite mounds; why most business leaders work to establish mutually beneficial, “win–win” relationships with their suppliers, service providers, and customers; and why, even in the countries that most enthusiastically embrace the theology of free markets, a whole battery of antitrust laws exist to prevent excessive cooperation in the form of collusion between businesses, the creation of cartels, and other “anti-competitive behaviors.

This is the fourth and final element of the logic flow. The question to address is this: is there some competitive response that could undermine or trump the where-to-play and how-to-win choices?

Inevitably, this is guesswork to some degree; you can’t know for sure what a competitor will or won’t do in the face of your actions. But forming a thoughtful hypothesis is important. It is far better to ask what your competitors will likely do before you proceed than to simply wait and see what happens. Only strategies that provide a sustainable advantage—or a significant lead in developing future advantages—are worth investing in. You don’t want to design and build a strategy that a competitor can copy in a heartbeat, or one that will prove ineffective against a simple defensive maneuver on a competitor’s part.

A strategy that only works if competitors continue to do exactly what they are already doing

is a dangerous strategy indeed.

Emergence emphasizes critical connections over critical mass, building authentic relationships, listening with all the senses of the body and the mind.

With our human gift of reasoning, we have tried to control or overcome the emergent processes that are our own nature, the processes of the planet we live on, and the universe we call home. The result is crisis at each scale we are aware of, from our deepest inner moral sensibilities to the collective scale of climate and planetary health and beyond, to our species in relation to space and time.

Octavia Butler, one of the cornerstones of my awareness of emergent strategy, spoke of the fatal human flaw as a combination of hierarchy and intelligence. We are brilliant at survival, but brutal at it. We tend to slip out of togetherness the way we slip out of the womb, bloody and messy and surprised to be alone.

It is so important that we fight for the future, get into the game, get dirty, get experimental. How do we create and proliferate a compelling vision of economies and ecologies that center humans and the natural world over the accumulation of material?

We embody. We learn. We release the idea of failure, because it’s all data.

But first we imagine.

We are in an imagination battle.