Play the chaos game
with a group of people (see Complex Adaptive Leadership (Obolensky, 2010)
Chapter 6, or watch the above video.
Create a reflection
blog on what this exercise meant to you and how it impacts your understanding
of chaos theory; include the implications that this has on strategy.
The video “Who Needs
Leaders” featuring Nick Obolensky facilitating an exercise that was reminiscent
of similar exercises I have been part of in my professional and personal life.
Is a humorous yet poignant manner of showing the group that with out leaders
(official and unofficial) attempting to get a group of individuals to steer in
a particular direction is singular to herding cats?
With the previous
statement in mind the exercise in the video is reminiscent of the need for an
established yet manageable hierarchy of leadership. The following eight principles
of Complex Adaptive Leadership are such that the expectation of chaos,
indecisiveness or indecisions (individual or group) can be mitigated to the
least common denominator.
Clear individual objective – Will allow each internal and external stakeholder
the organizations true reason for existence.
Organizational objectives
allow for unit cohesion and seamless execution of mission objectives.
A few simple rules – Rules that are sufficient in complexity, yet
yielding in latitude to allow for situational adaptation, in other words, they
do not constrain or restrict innovation, adaptation or creativity.
Organizational rules and
policies should enhance the objective, not restrict it.
Continuous feedback – Allows for an ever-present check and balance of a
situation, test, and result utilizing Key Performance Parameters as a go-no-go
gauge to ascertain if a project, program or mission objective are on target, or
how far off the make it may be.
Organizational sender,
receiver and feedback loops are crucial for moral, motivation and mission
accomplishment. Team members must feel like they positively contributed and
small recognitions are paramount.
Discretion and freedom of action – True professional organizations allow for autonomy
of their employees and in certain cases, trusted contractors and vendors to go
forth and complete their particular task, job or test in a prescribed manner
because an open and affirming organizational culture enhances personal
attitudes and innovation.
Skill/will of participants – There is a saying: “Train people well enough so they
can leave, treat them well enough so they don’t want to” – Richard Branson.
Much like discussed in Obolensky
(2010,) individuals are typically more skilled and motivated than leadership
and management would give credit for. The underlying reasons for this can be
endless… the bottom line is that if individuals are unable to reach their full
potential they will either regress or leave. Knowledge transfer and career
development are crucial to an organizations forward momentum through innovation
and risk taking.
Underlying purpose – An underlining purpose is the glue that unites
individuals into teams, fosters innovation and creative thinking. It is the
reason we long to come to work in the morning or loathe it.
Without an underlining
purpose and organization would quickly loose its purpose of being and flounder
down the slippery slope of ambiguity.
Clear boundary - Gives boundaries, definition and the ability to look at the
organizational make-up from the internal stakeholders and customers to the
external ones. Reaching across boundaries and into unchartered waters is the
strategy that can make or break and organization. It is the hierarchy by which
we gain support for innovative ideas, projects and emerging technologies.
An organization that is destine
to a hierarchical type of boundaries. This allows for defined lines of
structure, which allows for innovation, planning, deployment and execution of
product and services.
Ambiguity and uncertainty – Much like an unknown condition or circumstance, the
appearance of chaos or a lack of equilibrium are the underlying conditions that
can grind to a halt a project, program, product or service. There is an
inherent need for a certain span of control for simplicity’s sake and as a
method from which to gauge success.
Organizationally without the
yin/yang of organizational hierarchies, there never would be trial end error or
advancements due to risk taking or challenges.
An example that comes to
mind is how a flock of geese fly in a “V” shaped pattern. If you were able to
follow them long enough you would see that occasionally, the leader drops to
the back of the flock and another takes it place. The rational is simply to
give rest to the leader and to allow others the opportunity to lead in a prescribed
manner so no one goose is overburdened and the leadership role is distributed
among the flock.
Another example that is
close to yours truly are continuous work/life requirements coupled with the
necessities of academic life added to the mix. As this is my final “official”
course requirement, there is a portion of me that would prefer completing my
Capstone, yet another portion that is thankful it is unavailable until August.
In my own prescribed manner this is similar to a flock of geese whereby I am
moving to the back of the flock for a short time allowing my academic batteries
to regenerate, allowing me to return in the fall ready, willing and able to
tackle and complete the Capstone with the fervor and zest that I completed my
Grad and Undergrad work.
In the last
sentence of the video Nick Obolensky stated, "What would have happened if we had put one
of you in charge?" Everyone laughs as they realize if that had happened
they would not have been able to achieve the objective”. Although humorous in
nature, it does have a certain truth to the exercise in that Obolensky
in facilitating the exercise could have called upon an individual or
individuals to lead the exercise. The point being… how many of us are truly
ready, willing, able and mentally prepared to take the lead of our own flock of
geese?
Reference:
Obolensky, N. (2010). Complex
adaptive leadership. Burlington, VT: Gower Publishing Limited. DOI: www.gowerpublishing.com
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