Formalized work routines and fossilized structures often are unhelpful for operating in and actively shaping complex and dynamic environments. We need a performative, fluent understanding of organization that is no longer entirely based on rational planning: the often hidden experience-based knowledge (tacit knowing) is the foundation of today's necessary »art« of improvisation. The contributions show how implicit and intuitive anticipatory knowledge along with experimental, playful actions provide the basis for innovation and agile learning in organizations and social systems. In the analysis of »organizational patterns« and »musical thinking«, a new understanding of more flexible and agile organizations emerges.
