Presentation on theme: "Leadership in Chaotic Environments"— Presentation transcript:
1Leadership in Chaotic Environments John and Jo Lee Loveland LinkVOLVOX Inc.Systems Dynamics Specialists
2Outline Chaos and Complexity Paradigm CHAOS Inc. ™ Road to Complex Adaptive SystemsFeedbackChaos: Stages of EquilibriumLeadership Case Example: Chaordic System -- VISAChaotic Times: What is a Leader to do?
3Chaos and Complexity Paradigm Appeal of chaos and complexity science:Brings together disciplines as never before since “philosophy” meant “all learning”Risk of applying chaos and complexity science for organizational applications:Human systems have a special set of dynamics distinct and unlike physical systems
4CHAOS Inc.™A table-top game originally developed as research tool to examine chaos and complexity dynamics in organizations.No pre-determined outcome.Production organization is subjected to chaotic events.Participants redesign organization and examine what works or not.Continues as leadership tool to discover “fitness landscapes” in turbulent environments
5CHAOS Inc.™ - ResultsOutcomes: As various as the groups who have experienced the exerciseMany participants decree: “The only realistic workshop I’ve ever encountered”!Challenges are real and stimulate a myriad of creative solutions
6The Road to Complex Adaptive Systems Linear systems: Rules governing behavior do not change and low number of variablesComplicated Linear Systems: Rules don’t change but may exhibit very complicated behaviors; however, these systems are (at least somewhat) predictable)Complex Adaptive Systems: Governing rules and behavior are emergent and dynamic. Complex Adaptive System “learn” by selection of new rules among a “Random Repertoire of Possibilities.”
7FeedbackPropelling feedback loops (self reinforcing) amplify and move the organization toward Chaos. -Think the squelch of microphone in front of speaker.Restraining feedback loops (limit system parameters) keep the system from moving into Chaos. -Think thermostat.________Most change management strategies build on propelling feedback loopsMost traditional management strategies build on restraining feedback loopsEither can lead to “feedback traps”
8CHAOS: STAGES OF EQUILIBRIUM Equilibrium/(Dynamic Equilibrium)Near-EquilibriumFar from Equilibrium / Edge of CHAOSCHAOSNew Dissipative Structure(s) /(Self-Organizing/ Emergent)Randomness
9Why are Stages of Equilibrium THE BEST DIAGNOSTIC TOOL TO LEAD ORGANIZATIONAL CHANGE? The closer an organization is to chaos, the easier it is to change the system.The closer an organization is to equilibrium- more energy is required to change the organization.
10Case Example of Leadership: Dee Hock’s “Chaordic System” (VISA) Now:20,000 financial institutions4 million merchants600 million consumers220 countries
11Dee Hock’s “Chaordic System” (VISA) -2 Then:Hock asked:What would be the nature (NOT the structure) of an ideal organization to create the world’s premiere device for exchange of value?
12Principles of “Chaordic Systems” -1 Response -- Simple few principles:Equitably owned: All advantage from individual ability & initiativeDistributed power & function: No function except at max periphery, no power not driven downDistributed governance: No one person/institution able to dominate
13Principles of “Chaordic Systems” -2 Infinitely malleable (adaptive) yet durable: Capable of constant self-organizing without sacrifice of core nature/ principlesEmbrace diversity and change: Attract people/institutions comfortable with principles & provide environment to allow to flourish
14Principles of “Chaordic Systems” -3 Core Tools for Leaders to Create Create Effective Chaordic Systems:Compelling, shared visionSet of few simple guiding rules or principlesThat’s it!
15So – How Can Today’s Leaders Convert These Principles to Successful Action? What are new, effective leadership approaches in these chaotic times????
16Chaotic Times: What Is a Leader To Do? Leadership starts with shared vision (often jettisoned in turbulence if too complicated – keep it simple!).Determine equilibrium stage (organization and environment) -- then act to align with appropriate equilibrium strategy.Focus on quality, relevance, and criticality of the organization’s rules…and periodically re-examine (no sacred cows!).
17Chaotic Times: What Is a Leader To Do? -2 Don’t be fooled by “linear org charts”- your organization is a Complex Adaptive System -- and what is really happening will elude you.Rather than “linear org charts” – think early communications techniques – smoke signals, listening posts, runners from tribe to tribe, etc. – to find out what’s really going on
18Chaotic Times: What Is a Leader To Do? -3 Beware of “best practices” - they tend to limit the solution set (current & emergent).Instead of “best” practices – think about a “hip pocket full of mighty good practices” – if one does not work, you’ll have Plan B … Plan C … etc.
19Chaotic Times: What Is a Leader To Do? -4 Heavy handed management-by-metrics gives rise to negative feedback, suppresses emergence and adaptiveness.Metrics only partially useful – can delude and mislead –Instead, use cross-organizational teams to validate, sniff out erroneous implications, uncover innovations, etc.
20Chaotic Times: What Is a Leader To Do? -5 Remember:Great management today is BOTH global AND local.
21John W. Link & Jo Lee Loveland Link Contact InformationJohn W. Link & Jo Lee Loveland LinkVOLVOX Inc.PO Box 610, Middletown VA 22645Ph: