Breaking a path-dependent process first requires reflecting on what drives it.

Evidence

The suggested theory of path dependence can inform the endeavor to intentionally unlock organizational paths. As already pointed out, the major drivers rendering a process path dependent are self-reinforcing dynamics. By implication, the possibility of escaping from or breaking a path depends very much on interrupting the logic and the specific energy of the selfreinforcing patterns of the process in question. The first step in any path-breaking intervention, thus, requires understanding and reflecting on not only the fact of being path dependent but also the drivers that made this happen. At the same time, this step brings the necessary distancing from the replicating dynamics. Reflecting on the practice that is usually taken for granted indicates taking a critical stance (Moon, 1999; Scho¨n, 1983) by changing the mode of activity: from doing (operational mode) to observing and reflecting (observational mode), thereby gaining access to the closed dynamics. — Jörg Sydow, Georg Schreyögg, and Jochen Koch, Organizational Path Dependence, 103

Categorization

• XREF: Echoes Schon’s reflective-practitioner literature and organizational path-dependence work by David and Arthur; sits alongside routine/lock-in accounts of institutions.
• SEED: An essay on ‘switching to observational mode’ as a deliberate technique for escaping locked-in personal habits would extend this beyond organizations.