If culture, capabilities and change operate independently of each
other, there may be some individual effects but there would be no
coherence and their overall impact on governance would be limited.
They may even work at cross purposes and the impact of one may
cancel out the efforts made in another. The creative power of culture,
capabilities and change is maximized when they work interactively
and synergistically as part of a dynamic system. The capabilities of
thinking ahead, thinking again and thinking across also should not
be merely stand-alone skills and should not operate as independent
processes