Our organisations are shaped to manage the immediate—to manage crisis. Our leadership and management culture continues to draw heavily on its heroic origins—the ‘Great Man’ theory. Afterwards we collectively bask in the glory of having taken action to avert crisis and we commiserate together when we are overwhelmed by forces greater than us. We revel in a good crisis. And, sometimes, in order to act, we manufacture a crisis. So, can we act without a crisis?