Leadership in Chaotic Environments John and Jo Lee Loveland Link VOLVOX Inc. Systems Dynamics...

Leadership in Chaotic

Environments

Leadership in Chaotic

Environments

John and Jo Lee Loveland Link

VOLVOX Inc.Systems Dynamics

Specialists

John and Jo Lee Loveland Link

VOLVOX Inc.Systems Dynamics

Specialists

OutlineOutline

Chaos and Complexity Paradigm CHAOS Inc. ™ Road to Complex Adaptive Systems Feedback Chaos: Stages of Equilibrium Leadership Case Example: Chaordic System -- VISA

Chaotic Times: What is a Leader to do?

Chaos and Complexity Paradigm CHAOS Inc. ™ Road to Complex Adaptive Systems Feedback Chaos: Stages of Equilibrium Leadership Case Example: Chaordic System -- VISA

Chaotic Times: What is a Leader to do?

Chaos and Complexity ParadigmChaos 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

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

CHAOS Inc.™CHAOS 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

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

CHAOS Inc.™ - ResultsCHAOS Inc.™ - Results

Outcomes: As various as the groups who have experienced the exercise

Many participants decree: “The only realistic workshop I’ve ever encountered”!

Challenges are real and stimulate a myriad of creative solutions

Outcomes: As various as the groups who have experienced the exercise

Many participants decree: “The only realistic workshop I’ve ever encountered”!

Challenges are real and stimulate a myriad of creative solutions

The Road to Complex Adaptive Systems The Road to Complex Adaptive Systems

Linear systems: Rules governing behavior do not change and low number of variables

Complicated 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.”

Linear systems: Rules governing behavior do not change and low number of variables

Complicated 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.”

FeedbackFeedback Propelling 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 loops

Most traditional management strategies build on restraining feedback loops

Either can lead to “feedback traps”

Propelling 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 loops

Most traditional management strategies build on restraining feedback loops

Either can lead to “feedback traps”

CHAOS: STAGES OF

EQUILIBRIUM CHAOS: STAGES OF

EQUILIBRIUM

Equilibrium/(Dynamic Equilibrium) Near-Equilibrium Far from Equilibrium / Edge of CHAOS CHAOS New Dissipative Structure(s) /(Self-Organizing/

Emergent) Randomness

Equilibrium/(Dynamic Equilibrium) Near-Equilibrium Far from Equilibrium / Edge of CHAOS CHAOS New Dissipative Structure(s) /(Self-Organizing/

Emergent) Randomness

Why are Stages of Equilibrium THE BEST DIAGNOSTIC TOOL TO LEAD

ORGANIZATIONAL CHANGE?

Why 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.

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.

Case Example of Leadership: Dee Hock’s “Chaordic System” (VISA)

Case Example of Leadership: Dee Hock’s “Chaordic System” (VISA)Now:

20,000 financial institutions 4 million merchants 600 million consumers 220 countries

Now:

20,000 financial institutions 4 million merchants 600 million consumers 220 countries

Dee Hock’s “Chaordic System” (VISA) -2

Dee 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?

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?

Principles of “Chaordic Systems” -1


Response -- Simple few principles: Equitably owned: All advantage from individual ability & initiative

Distributed power & function: No function except at max periphery, no power not driven down

Distributed governance: No one person/institution able to dominate

Response -- Simple few principles: Equitably owned: All advantage from individual ability & initiative

Distributed power & function: No function except at max periphery, no power not driven down

Distributed governance: No one person/institution able to dominate



Infinitely malleable (adaptive) yet durable: Capable of constant self-organizing without sacrifice of core nature/ principles

Embrace diversity and change: Attract people/institutions comfortable with principles & provide environment to allow to flourish

Infinitely malleable (adaptive) yet durable: Capable of constant self-organizing without sacrifice of core nature/ principles

Embrace diversity and change: Attract people/institutions comfortable with principles & provide environment to allow to flourish



Core Tools for Leaders to Create Create Effective Chaordic Systems:

1. Compelling, shared vision2. Set of few simple guiding

rules or principles

That’s it!

Core Tools for Leaders to Create Create Effective Chaordic Systems:

1. Compelling, shared vision2. Set of few simple guiding

rules or principles

That’s it!

So – How Can Today’s Leaders Convert These

Principles to Successful Action?

So – How Can Today’s Leaders Convert These

Principles to Successful Action?

What are new, effective leadership approaches in these chaotic times????

What are new, effective leadership approaches in these chaotic times????

Chaotic Times: What Is a Leader To Do?

Chaotic 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!).

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!).

Chaotic 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

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



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.

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.



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.

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.



Remember:

Great management today is BOTH global AND local.

Remember:

Great management today is BOTH global AND local.

Contact InformationContact Information

John W. Link & Jo Lee Loveland LinkVOLVOX Inc.

www.volvoxinc.comPO Box 610, Middletown VA 22645

Ph: [email protected]@aol.com

John W. Link & Jo Lee Loveland LinkVOLVOX Inc.

www.volvoxinc.comPO Box 610, Middletown VA 22645

Ph: [email protected]@aol.com

mailto:[email protected]




Leadership in Chaotic Environments John and Jo Lee Loveland Link VOLVOX Inc. Systems Dynamics...

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