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Complexity and the unconscious

Change in complex systems is inherently unpredictable.

An element of randomness makes a system more robust.

P10 Media Book (2010)

The world is changing fast …

So let’s turn to science. JH Science and instability

  • More appropriate metaphors
  • Doing what comes naturally.

Prof. Brian Goodwin (Canadian) Schumacher College

  • Emergent properties, you can only know a lot about the properties.
  • Interest in complexity, a science focusing on emergent prop ties, from the interaction of their components and relationships. Not the properties themselves, but their interactions.

E.g. Interbeat interval in the Heartbeat intervals in psysiology we live on the edge of chaos.

Complexity theory where control fails.

JH Prof. Ralph Stacy, University of Hertfordshire.

An invitation to take seriously our inability to predict long term outcomes.  In business, metaphor of relationship in complex adaptive processes of interactions and responses.

Traction.

Looking at the patterns, not individuals, and that intentions are forever emerging in conversations. Notion of using a prescription from a case study that has worked in one place because of its whole context doesn’t work in another.

Creativity and complexity.

If there is diversity. Enough deviants! A systems properties to evolve only if characterised by a critical degree of diversity. Allowing for deviance and complexity.

Prof. Richard Pascale, Change guru, Templeton College, Oxford.

A world full of dynamic turmoil. Big effort, poor yield suggests the way you are looking at things is off the mark. Equilibrium, forced or unintended, due to long tenured staff or stuck with a deified product (IBM and mainframes) can be problematic.

What happens when a company becomes stuck in a rut.

Trying to operate on the edge of chaos gives a company the capacity to deal with deviance.  How to we reach beyond our grasp. The challenge … To create opportunities for people to come up with ideas that aggregate and surprise.To cause people to be self-questioning.

E.g. Life on Earth.

E.g.$3 bn to exterminate the Kayote which bred with the Canadian wolf and is now 30% larger and smarter.

Equilibrium is a precursor to death.

Operate with an element of variety to cope with the unexpected. Self-organisation emerges spontaneously. You cannot control or direct a living system.

Prof. Brian Goodwin

As in science. Ecosystems, communities and economies a unpredictable. Continually emergent creativity.

JH Prof. Guy Claxton, psychologist, University of Bristol Managing our minds.

A powerful learning machine. Will fish out understanding from the complex. Implicit learning is good at spotting patterns whee there is a good deal of complexity.

Fishing around, shutting out the conscious intellect …

We can think too much, it is deleterious.

N.B. In complex, novel and ambiguous situations our unconscious information processor has a greater capacity to perceive and understand the complex patterns involved involved than the conscious mind. The situation is that information is incomplete, uncertain, ambiguous, complex and novel so intuitive, and slower exploratory thinking is likely to be more productive.

Doing things in a hurry is often not required by events.

Analytical, computer mentalities are leading us to ignore innovation.

Have the idea, then find the plausible story.

The importance of tacit knowledge

Space for the dreamy thinking?

Don’t respond immediately to what a person has said; give it space, a sense of corporate exploration. It is impossible to create a plan and retain control.

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Analogical Thinking in Business, Organisations and Mangement Styles

 

 

 

Fig. 1. The School of Communication Arts (1986 intake)

(My idea on how to promote the School of Communication Arts. Which one am I?)

 

In the past I used successfully the idea of ‘nurturing’ to represent first a school (Arts College) and then my own services to graduate recruiters.

Analogical thinking, from Churchill’s ‘iron curtain’ to the invention of Velcro.

(Indeed neurologists believe there is a gene that causes human beings to think in metaphors and that it is exactly this that allows us to invent, in fact  creativity in the face of adversity still rings true today, though we are not  facing a Sabre-toothed tiger at the entrance to the cave, or changing climate  with the onset of the ice age.)

Analogy – transfer of an idea from one domain to another.

Metaphor – resemblance or flavour. A way of making the strange familiar p.85. Or the hard to comprehend (trees, ecosystems, architecture, traffic lights).

Morgan (1986)

Kinds of metaphor:

·         Mechanistic

·         Ecological

·         Social

·         Cognitive

·         Systematic

Metaphors as labels:

Manager as captain or conductor.

Morgan (1986, 1997)

·         Machine

·         Organism

·         Culture

·         Brain

·         Political System

·         Psychic prison

·         Flux

·         Transformation

·         Instrument of domination

ACTIVITY 4.1

1) Pick three metaphors (a, b, c) for organisations, for instance the organisation as machine, organism or political system.

2) List the characteristics you associate with each.

3) Try and relate each characteristic to a feature in an organisation that you know.

4) What features of organisations do these characteristics highlight, and what do they conceal?

A) As an orchestra, ABB, 1999. A corporate cliché I have seen applied to Abbey National and others. Visually it may have resonance, though the cost of featuring musicians, let alone playing a piece where used is prohibitive to all but the largest organisations. The characteristics are of complementary divisions ‘playing the same tune’ with woodwind, strings and brass, for example representing the different businesses. With a single conductor it may better fit the largely privately owned enterprise, say a Richard Branson and Virgin, or a Russian Oligarch, though no longer News International and the Murdochs. The features perhaps work for News International with newspapers and TV interests, even having a go with MySpace being largely media, whilst Branson is more the empirical Napoleonic conqueror of anything going?

B) As a strawberry plant, i.e. a federal organisation that has grown organically rather than by acquisition, perhaps like a clearing bank? Perhaps like a franchise such as Kall-Kwik. Or a retail chain, appropriately, such as Body Shop. The characteristics I think of are independently managed businesses that sell the same range of products, with common branding and sales materials, though with some localisation. This works well in relation to the plant performing differently on a variety of local soils/climates i.e. the same organism but in different settings/opportunities to flourish or not.

An empire

C) As an empire, where a holding company or private equity group has gone on the acquisition trail buying up businesses for the opportunity, rather than as sets of businesses that complement each other, so take over, create economies of scale in management and Head Office functions. The characteristics here feel as if it should be military with no good outcome, ala ‘Wall Street’, though there are or nave been more benevolent, squid give groups or holdings companies in the past such as the long gone Ferguson Industrial Holdings PLC, or perhaps Unipart Group of Companies (UGC). This suggests a dictator at the top, though the leaders can be benevolent even if a tall pyramid is the business structure.

If the organisation doesn’t fit the metaphor, it is too simplistic a metaphor!  

The metaphor can intone a favourable or negative bias. For example, if asked in research to describe the organisation you work for as a car do you want it to be a Citroen 2CV, or a VW Golf, a Rolls-Royce or Ford Escort, a 1980s Ford Cortina or a Triumph Stag?

A business that is a machine I the digital age is surely going to get left behind through its rigid bureaucracies and hierarchies, a predilection for quantitative measures (ROI and KPIs) too?

In 2011 it seems archaic to think of teachers or tutors in this way, people who are moderators, coaches or facilitators. (The ecological metaphor is used with a cartoon not dissimilar to my own p.88 not shown here for copyright reasons, to represent people as seedlings or potted plants).

From Table 4.1 metaphors of businesses in relation to:

  • Character
  • Flair
  • Structure
  • Climate
  • Style
  • Authority
  •  Form
  •  Control
  • Decisions
  • Strategy
  • Adaptability
  • Orientation
  • Approach
  • Procedure
  • Attitude

ACTIVITY 4.2

Take expressions of the above for a ‘Machine like business, as 0 on a scale and

‘Organic’ as 10, then decide where:

a) you place your own organisation and b) yourself.

ACTIVITY 4.3

I’ll do this one offline.

Other metaphors might include:

  • Brain
  • Knowledge
  • Learning

Network (Morgan, 1993) business as a spider-plant.

Federal (Handy, 1989) business as shamrock

Chaos and complexity.

Brains and cities.

Supporting ‘patterns of transformation that emerge spontaneously in complex adaptive systems’. (Henry 2006:95)

Complex adaptive systems: termites, flock movements,  (anecdote of the aeroplane simulator managed by parts of an audience that  collectively cancels out the oddball, incompetent, inattentive or would-be plane-crashing individuals) p96 (Berreby, 1998:45 and Clark, 1997:75).

Self-organisation

‘people do not need to be told what to do: they are intelligent agents continuously learning and modifying their behaviour on the basis if feedback’. Handy (2010:97)

See DVD 2, Video 3

N.B. The metaphors chosen tend to reflect the chooser’s values. (Henry 2006:98)

Activity 4.4

What metaphor would you use to describe your organisation?

Activity 4.5

Describe the process of management as you experience it.

  • Warlike
  • Sporting
  • Spiritual

Activity 4.6

A metaphor to describe my management style.

Activity 4.7

Note metaphors to describe daily management styles.

Activity 4.8

Take a current task, associate with it an appropriate metaphor then give it  another that is far removed from the first.

Organisational paradigms p.104

Functionalist paradigm – world as an objective reality.

Kolb (1984) drawing on Pepper (1942)

Four ways of thinking about the world:

  1. Mechanistic
  2. Realist
  3. Organicist
  4. Pragmatic

And thinking styles:

  • Assimilator
  • Converger
  • Diverger
  • Accommodator

Table 4.2 Organisational metaphors and paradigms

Activity 4.9 WHAT METAPHOR WOULD YOU OFFER FOR MANAGEMENT IN THE 21st CENTURY?

 I’ve experienced many, including from the table:

·         Chaos/postmodern/play

 I know of:

·         System/participatory/co-create

 I like the sound of:

·         Drama/interpretive/enact

For the 21st Century I like the model of the modern ideas lab in which innovative ideas are trialled, developed then kicked out with a chunk of financing to thrive however turns out best! 

This is the sink or swim analogy.  

But after suitable teaching/coaching. Or perhaps a metaphor of procreation, raising and nurturing a child then letting them go? So organic or animal (or in particular mammalian or human).

Stacy (1996) and danger of controls, procedures and Pre-specified objectives.

FURTHER READING

Morgan, G. ‘Paradigms, metaphors and puzzle-solving’, C9 in Henry (1999a)

FROM MY OU STUDENT BLOG

‘Consider this medium as like talking with your fingers – half-way between spoken conversation and written discourse.’ (Hawkridge, Morgan and Jeffs, 1997,  quoted in Salmon 2005)

Salmon, G (2005) E-moderating. The Key to teaching and learning online.

REFERENCE

Berreby, D (1998) ‘Complexity theory: fact-free science or business tool?

Strategy and Business, No. 10, pp. 40-50.

Clark, A (1997) Being there. Cambridge, MA. MIT

Henry, J & the MBA Course Team (2006, 2010) B822 ‘Creativity, Innovation and Change’  Book 1 ‘Creativity, Cognition and Development’. The Open University Business School

Morgan, G. (1986 2nd 1997) Images of Organisation

Complexity and the unconscious ‘Analytical, computer mentalities are leading us to ignore innovation’.

‘Complexity and the unconscious’

Change in complex systems is inherently unpredictable.

Notes from Audio 2 and the supporting Media Book in produced and presented by Jane Henry (2010).

An element of randomness makes a system more robust.

Prof. Brian Goodwin, Schumacher College

Emergent properties, you can only know a lot about the interactions.

Prof. Ralph Stacy, University of Hertfordshire.


An invitation to take seriously our inability to predict long term outcomes.

In business, metaphor of relationship in complex adaptive processes of interactions and responses.
Looking at the patterns, not individuals, and that intentions are forever emerging in conversations. Notion of using a prescription from a case study that has worked in one place because of its whole context doesn’t work in another.

A systems properties to evolve only if characterised by a critical degree of diversity.

Prof. Richard Pascale, Change guru, Templeton College, Oxford.

Equilibrium, forced or unintended, due to long tenured staff or stuck with a deified product (IBM and mainframes) can be problematic.

Trying to operate on the edge of chaos gives a company the capacity to deal with deviance.

Operate with an element of variety to cope with the unexpected. Self-organisation emerges spontaneously. You cannot control or direct a living system.

Prof. Brian Goodwin


Ecosystems, communities and economies are unpredictable.

Prof. Guy Claxton, psychologist, University of Bristol Managing our minds.

Implicit learning is good at spotting patterns where there is a good deal of complexity.

We can think too much, it is deleterious.

N.B. In complex, novel and ambiguous situations our unconscious information processor has a greater capacity to perceive and understand the complex patterns involved than the conscious mind. The situation is that information is incomplete, uncertain, ambiguous, complex and novel so intuitive, and slower exploratory thinking is likely to be more productive.

Analytical, computer mentalities are leading us to ignore innovation.

Don’t respond immediately to what a person has said; give it space, a sense of corporate exploration.

It is impossible to create a plan and retain control.

REFERENCE

Henry, J (2010) B822 Creativity, Innovation and Change. CDA 1-5 Audio Pack Track 2 Complexity and the Unconscious.

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