Most decision makers are still unaware of the implications of the complex, responsive properties of the world we live in. Enterprises are not organized to facilitate interactions, only the actions of parts taken separately. Moreover, compensation structures normally reward improving the actions of parts, not their interactions. This is why conventional jobs are increasingly inhibiting flexibility and responses to new problem definitions or new technological solutions to old problems.
What defines most problems today is that they are not isolated and independent. To solve them, a person has to think not only about what she believes the right answer is, but also about what other people think the right answers might be. This is why work is exploration when it comes both to defining the problems and to finding the solutions.