We are used to living in a world with the belief that the effects of our actions will be predictable and proportionate to our intentions. But we have to live and lead change in a world where small differences at the start can lead to confusing and unsustainable outcomes.
Photo from Unsplash by Boris Smokrovic
You may have come across the metaphor of the “Butterfly Effect”, where small changes from the flapping of a wing can lead to tornados. There is no doubt that small actions can have big consequences. Avalanches are another good example. Complexity Science calls this “self-organised criticality”. It’s the conditions in the system that set off a chain of events.
Having sensitivity to the “initial conditions” offers us valuable insights when setting up new relationships and structures that are needed to take us in a new direction. It is necessary to have a clear and agreed story of where we want to get to, why it’s important to us and what the desired outcome will look and feel like. Without understanding and accepting different perspectives, the cooperation needed to deliver a solution that’s valued more than the sum of its parts will be lost.
Open and honest conversations are needed to build agreed pathways, that take the work back from the desired result to get at the human relationship conditions needed to generate the desired outcome. Dialogue (inside and between minds) is needed to build a consensus for how to behave should . . . . . happen.
We often use spreadsheets to think through and sequence each task to be performed. But no matter how much care goes into producing detailed programmes they often fail to survive the unfolding of an unpredictable outcome.
It can be more useful to get clarity and agreement on the rules and values that are needed for the system to deliver what participants care about, and want from each other to reduce negativity and game-playing.
Consideration needs to be given to the relationships that create the conditions in which decisions can be more coherent and flexible to accommodate constantly shifting circumstances. In productive relationships, participants feel a unity of purpose and will take responsibility for supporting each other’s performance, learning and well-being. It reduces instances of system breakdown.
It is necessary to have a clear and agreed story of where we want to get to, why it’s important to us and what the desired outcome will look and feel like. Without understanding and accepting different perspectives, the cooperation needed to deliver a solution greater than the sum of its parts will be lost.
Nothing new here you might think, but in productive relationships, participants feel a unity of purpose and take responsibility for supporting each other’s performance, learning and well-being.
