Abstract
This article analyses the importance of consequence and non-consequence as conditions for effective management. In conditions of continuous and imminent change taking place both within companies and in their environment (described by the VUCA and BANI models), the role of consequence in management, understood as achieving one’s goal(s), is also changing. Given the tendency towards the atrophy of consequence, increasing chaos, and the appearance of various types of paradox, there is a need to “be non-consequential”, in particular in the strategic dimension of management. The results of a survey on Polish managers’ perceptions of consequence and non-consequence are used to exemplify the theoretical considerations. The results indicate a “deep-rooted” tendency to maintain consequence within the traditional approach to management. This points to a need to increase the openness of Polish managers to non-consequence, which is desirable in the conditions of a dynamically changing reality.
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