EMERGENCE
All living things self-regenerate. They grow by replacing or creating mutually beneficial relationships to ensure growth and survival. For example, trees use mycelium networks, ants use pheromone trails, and humans use conversation to communicate. New words and ideas emerge from thoughts hidden in people’s minds. The result can be very different from what was initially expected.
SELF-ORGANISATION
When individuals are free to organise themselves, they can innovate. What can appear complex often operates under simple rules. For example, flocking birds avoid collisions, protect each other, and coordinate their actions. A jazz band, for example, allows freedom of expression within the rules and rhythms generated by the group. Seemingly stable patterns can still evolve and fluctuate.
ADAPTIVE LEARNING
Finding patterns in relationships can make complex systems more understandable. We can find new methods and ways of improving outcomes. Humans make sense of what they observe, interpret and act on. Rivers flow by looking for the path of least resistance. Orchestras create the conditions for harmony and collaboration. There is interaction and reflexive change happening between actors and their environment.
Complex systems are dynamic and unpredictable
Just like other living systems, human existence is composed of choices between many interconnected parts that communicate, self-organise, adapt and regenerate themselves.
Simple rules apply, but can change spontaneously, influencing interactions and choices, with the potential to enhance or limit growth. Regenerative leadership and coaching can bring reewed energy and information into human systems to act purposefully and produce more viable choices.
Complex systems can be both independent and collective entities. They can be open, self-regulating and capable of coevolving with other systems. This brings wholeness and interconnectedness into making sense of life and leadership issues.
Personal Change
Coaches grapple with the complex nature of human concerns, cares and priorities.
Transforming a “way of being” and thinking, is critical to achieving future focused goals
Raising awareness can produce new insights and distinctions, creating space for conversation and proactive behaviour, by:
Paying attention to what is important, not just what is quantifiable.
Allowing people to find realisations as humble learners
Systems Change
Leaders must be able to work in self-managed teams, developing communities of practice and facilitating large group interventions to:
Listen for the essence of the group.
Turn systems thinking into guidelines for collaborative action.
Find patterns and sources of tension in relationships.
Seek wisdom and purpose from group conversations and collaborative action.
FUTURE SEARCH
The Future Search Network is a collaboration of hundreds of dedicated volunteers worldwide providing Future Search events as a public service. They serve communities, NGO’s, and other non-profits for whatever people can afford. The Future Search Network helps anyone who wants to learn the basic principles of Future Search and seek ways of using the principles for the public good.
OPEN SPACE
Open Space Technology is one way to enable all kinds of people, in any kind of organisation, to create inspired meetings and events. Over the last 30+ years, it has become clear that creating an open space, as an intentional leadership practice, can inspire organisations, where ordinary people can work together to create extraordinary results with regularity.
ADAPTIVE ACTION
This approach is based on the work of the the Human Systems Dynamics Institute, to help build the capacity among individuals, teams, and communities to tackle complex challenges. It uses innovative design, implementation and assessment cycles to find breakthrough results to intractable issues. The HSDI website contains a variety of blog posts, resources, methods and workshops to help leaders thrive in a VUCA World.
Looking for patterns
Elements of a Complex Linear System
Below is a diagram courtesy of Abby Covert of the Information Architect Institute who uses graphics to explain concepts. It helps explain some of the basis of concepts at play in linear systems like a railway analogy. Unlike living systems that can adapt and evolve themselves to fit their environment.
Elements of a Complex Living System
Below is a diagram of a Complex Adaptive System (CAS) courtesy of Mark McElroy. Unlike chaos, which has no rules or be influenced by its environmental, a CAS has rules and discernible relationships being applied in ways that are difficult to observe and predict.
Because we have a limited capacity to notice everything that’s happening in a living system, this limitation produces “blindness” that constrains our ability to make sense of the connections in everything around us. How we go about observing, assessing and interpreting what is happening means questioning our own assumptions, exploring possibilities and making sense of the connections that are constantly changing.
Bear in mind that living things are always in flux and have the potential to fall into chaos at any moment if the delicate relationship with their environment is disrupted. As we humans face increasing volatility, uncertainty, complexity and ambiguity in our environment, we are conscious of our vulnerability and must learn and adapt to life on the ‘Edge of Chaos” to stay viable.
Questioning Assumptions
You are looking for similarities, and the differences that make a difference. Are they improving or fragmenting connections. For example, a dysfunctional team may display a pattern of disconnection, perhaps stuck in old habits and assumptions. Different working styles could be generating conflict
It may involve some new thinking. Such as:
- considering opposites
- adopting ‘both/and’ reasoning
- taking opposing positions
- considering different perspectives
- suspending judgement in conversations
- learning to evaluate objectively
- changing the story
- visualising desirable futures
- etc.
Observing Thoughts
The focus here is on choosing the next best actions that will add energy to realise the potential of the present situation to improve as it evolves. It’s about getting clear about the reality of the current situation, then using the constraints to focus on what you would like to have happen and make it more likely
We observe an opportunity to question how we could improve our thinking and see consequences we had not previously considered.
- What do we want to happen?
- Why is it important to us?
- What could energise us into action?
- What concerns do we share?
- What would a change look and feel like?
Making Assessments
When we pay attention to the patterns we associate with the system we focus on, we may look for subtle changes in normal relations or emotional reactions to something. We should:
- Question what we are seeing from different perspectives. Don’t accept an initial assessment until you can verify it.
- Go beneath the surface and look for clues that make sense and explain what you are observing.
- Narrow down the possible reasons for your assessment so you can deepen your thinking and talk it through.
- Pull together any data to identify the size and importance of its impact on you.