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Thriving in Complexity Resilience Through

Networks and Systems Thinking

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The Need for a Shift in our Thinking

For organisations and individuals to become more adaptive and resilient we agree with complex systems expert and author Ralph Stacey when he poses1 the need for a shift in our thinking. A shift from the question of:

”How can we design our organisations so that they will yield successful outcomes?”

“How can we make sense of our experience of life in organisations?”

We believe that organisations have become too outcomes focused. There is a need to move away from a purely outcomes focus and move more towards making sense of experience within organisations. An approach that allows insight to emerge and meaningful action to follow.

One key principle of Complexity theory is that of Self-Organisation. The Oregon Experiment, a book written by the world famous architect Christopher Alexander, holds but one important story on Self-Organisation and how working to make sense of lived experience can serve as a powerful way to getting to needed and beneficial outcomes.

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1 In the book “Complexity and Creativity in Organisations” 1996

Which is the odd one out?

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Maps and Mapping

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With some of our network mapping techniques drawing on the power of maps and mapping we’d like to appreciate two insights about maps that Charles Hampden-Turner has provided in his book “Maps of the Mind: Charts and concepts of the mind and its labyrinths” 1981.

The Irreducibility Principle: The best representation of a complex system is the system itself

The Complementary Law: A complex system is a system that has two or more potentially contradictory descriptions

A New Way of Thinking

A. Flower

B. Bee

C. Ant

Map

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aps are a limited representation of an irreducible whole

Maps vary according to the point of view

Mapping the Problem A Quick History Trip

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2 The Cynefin framework was originally developed by Dave Snowden, partly based on the work of Max Boisot and then enhanced by Snowden and Cynthia Kurtz while working at IBM’s Institute of Knowledge Management and then later in IBM’s Cynefin Centre.

The Konigsberg’s Bridges Problem

The river Pregel divides the town of Konigsberg into four separate land masses, A, B, C, and D. Seven bridges connect the various parts of town, and some of the town’s curious citizens wondered if it were possible to take a journey across all seven bridges without having to cross any bridge more than once.

It was this problem and its solution by Euler in 1736 that provided a solid base for graph theory to emerge.

From these roots it was the concepts of network representation, network flow, walks, paths and trails that provided the foundation for Jacob Moreno, founder of Improv Theatre and Psychodrama to extend this ‘network mapping’ approach into social systems. With Harvard then getting involved in the early 1950’s the rest is history.

What kind of problem are you really working with?2

Can you find the way?

Figure 3. Friendship Choices Among Fourth Graders (from Moreno, 1934. p. 38

Figure 4 Positive and Negative Choices in a Football Team (Moreno. 1934, p.213)

Figure 5. Positive Choices in a School Fraternity (Moreno, 1934, p.51)

“We can’t solve problems by using the same kind of thinking we used when we created them.” Einstein

Social Network Mapping - How does work really get done?

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Moving beyond the Org Chart Relationship Thinking

Two key concepts from Social Network Analysis is that of the Hub and the Bridge.

A. Hub

B. Bridge

Social Network Analysis is the technique of exploring and analysing roles and social networks. Implemented either through ‘in-action’ network mapping or through ‘visualisation from a survey’ the outcomes of social network analysis provides surprising and insightful results allowing for structure(s) to become visible and discussable.3

3 Sourced from “A Bird’s-Eye View: Using Social Network Analysis To Improve Knowledge Creation And Sharing” by Rob Cross, Andrew Parker and Stephen P. Borgatti: IBM Institute for Business Value

Formal Organisational Structure Of Exploration And Product Division

Informal Organisational Structure Of Exploration And Product Division

Exploration & Production Senior Vice President

Jones

Petrophysical Cross

Petrophysical Cross

Production O’Brien

Reservoir Shapiro

G & G Cohen

Andrews Sen Paine Smith

Moore Hughes

Miller Ramirez

Bell

Cole

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Exploration Williams

Drilling Taylor

Production Stock

Cross

O’Brien

Shapiro

Cohen

Andrews

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Paine

Smith

Moore

Hughes Miller

Ramirez Bell

Cole

Hussain

Kelly

Williams

Taylor

Stock

Brian

Jen

Joan

AlexJulia

Randy

Alan

Lisa

Eric

Kate

Doug

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New York

Chicago

Boston

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Roles and Relationship Thinking Self-Organisation: The Counter-Intuitive “Order for Free”

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There are a multitude of networks that we belong too. Many of these differing networks depend on the role that we are playing within our organisation and the broader system. Roles that you might play are manager, coach, helper, counselor, advisor, teacher, listener, visionary, warrior, son, daughter, mother, father, partner.

Take one of these roles now. Think of all the interactions that this role creates around you. Think about the network of interactions this role brings you into. Considering the concept of Hub or Bridge which would you say you are – A or B?

A) • Youoftenfindyourselfhearingwords,statementsoropinions you’ve shared floating around throughout your friendship networks

• Insmallgroups,oftenyoufindyourselfcontributingtothe establishment of culture and norms for the group

• Whenyoushareyourideaswithagroup,youmayfindyourself surprised at how enthusiastically they are received

B) • Youoftenfindyourselfintherightplaceattherighttime • Whenseekingknowledgeoranswers,oftentheanswersor knowledge just seems to find you • Whenyousharenewideastoagroupyoumayfindyourself or your ideas being considered skeptically

Question: Given the role you are considering, notice where it places you within the network system? Does this serve you well?

Why is it that it almost seems like we are hardwired to expect that for there to be order there needs to be top down control? The alternative surely is that there will be anarchy and chaos, right?

Complex Systems Science brings a new perspective. With simple rules can come “Order for Free”. This is known as self-organisation and is at the heart of the Complex Systems view.

Here’s one significant example from the early days of Complex Systems Science provided by Craig Reynolds in 1986. It’s called BOIDS. Through only the application of three simple rules this artificial life program simulates with incredible similarity the flocking behaviour of birds.

The simple rules are• Separation: steer to avoid crowding local flockmates • Alignment: steer towards the average heading of local flockmates • Cohesion: steer to move toward the average position of local flockmates

Some principles to consider when working with networks and network mapping:

1. Networks are dynamic and changing all the time 2. Networks are self-organising 3. Appreciating the history of self-organising acknowledges that networks are currently producing and creating value 4. Simple rules can transform a network

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Take this story of a network transformation through 5 simple rules. The network diagrams opposite indicate the before and after network mapping of a highly successful strategic planning meeting4.

The simple rules were drawn from the meeting methodology known as Open Space Technology. The four principles are:

• Whoevercomesaretherightpeople • Whateverhappensistheonlythingthatdidandcouldhave • Wheneveritstartsistherighttime • Whenitsoveritsover

And finally the Law of Mobility: When you feel like you are neither learning nor contributing move to a place where you can

Before

4 Read more about this on our website at http://www.babelfishgroup.com/files/Measuring a successful meeting.pdf

At the Edge of Chaos lives Regeneration

After

Network Mapping through a Collaborative Lens – part 2

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Considering the previous framework for a collaborative environment these network maps were produced through work with one of our clients. In this case there were three key take-away messages. They were:

a) The role conflict between system and self in the organising leader quadrantb) An articulation of the lack of social cohesion across the group as evidenced

by the huge differential in the connectivity of the social leadership quadrant compared to that of the Spanning leader quadrant

c) New ways into rich conversations that matter

Envisioning LeaderConnectivity – 23% Role Assessment Vote – 64.6%

Envisioning LeaderAn ability to create compelling visions that engage and motivate

Organising Leader Connectivity – 25% Role Assessment Vote – 34%

Spanning LeaderConnectivity – 33% Role Assessment Vote – 73%

Spanning Leader A person who is able to provide both an internal and external focus for a project

Social Leader Connectivity – 11% Role Assessment Vote – 54%

Social LeaderSomeone who looks after the emotional well-being of a team

Network Mapping through a Collaborative Lens – part 1The following framework is drawn from a major research study5 looking at the successes and failures across hundreds of organisations seeking to work collaboratively with high performing self-managed teams.

This framework sees there being four key roles emerging in any highly successful collaborative environment. They are:

Organising Leader A skill in managing timelines, timeframes all logistical aspects of projects

5 Barry, D. (1991), “Managing the bossless team: Lessons in distributed leadership

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About Babel Fish Group Pty Ltd

Babel Fish Group, lead by Andrew Rixon PhD, is a boutique company helping organisations and individuals to become more resilient and adaptive in a world of increasing uncertainty through the development and use of new paradigm approaches and tools.

Since gaining one of the first PhD’s in Complex Systems and Complexity Science from the University of Queensland in March 2000 Andrew has gained global experience in working with organisations, within Australia and internationally in the USA, the Netherlands and the UK. The complex systems perspective drawn from his PhD has informed Andrew’s experience and allowed him to make contributions in the areas of systems and software development, knowledge management, social research, facilitation and management consulting.

Today, Andrew’s focus is on how complex systems inspired approaches can change the way we work. As a keynote speaker, workshop leader and professional facilitator and change consultant, Andrew’s style is engaging, light hearted and curious. Andrew juggles in his spare time.

Andrew Rixon

Andrew can be contacted either directly on his mobile: +61 400 352 809 or through email at: andrew@babelfishgroup.com

The End is in the Beginning

We began with the statement:

But a shift in thinking is not enough if it doesn’t provide the opportunity for creating a shift in the conversations we have and the actions that follow.

How might you utilise these new tools and concepts to open up opportunities for helping yourself, your team and your organisation to become more adaptive and resilient within a world of increasing uncertainty? How might you seek to open up opportunities for a shift in conversations, enabling meaningful action to emerge?

You may find that it may mean having to taking a chance. Taking a risk. Being creative. With the Complex Systems view helping us to realise that there’s no point in trying to predict the future, what it leaves us with is working in the moment. Making the most of the moment and maybe most importantly. Paying attention. The beginning of resilience and adaptiveness.

“For organisations and individuals to become more adaptive and resilient we agree with complex systems expert and author Ralph Stacey when he poses the need for a shift in our thinking.”

Andrew Rixon M +61 400 352 809

E andrew@babelfishgroup.com W www.babelfishgroup.com

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