CL - Self Organising Movement in Complexity

Electrons, Corrosion, Particles, Water, Smoke, Population, Bacteria, Organizations, Societies, Nations, Human minds have one thing in common. They all move. All such movements grow and evolve, not through top-down direction and control, but through balancing of opposite forces or diverse ideas, changes in quantities that change the quality of movement and change of phase transformation of becoming through the elimination of previous states of being. But what changes situations are changes in relationships that, so to say, hold the 'organism' together.

We may say that social relationships are built around opposing or diverse ideas, apparently paradoxical, that mutually support relationships that are mostly non-linear lending the inherent 'complexity' in its movement and behavior that defies individual control of human beings. New ideas gain traction or lose it depending on their inherent appeal and utility and desire of people. Leaders in such movements give shape and flow to such collective desires. Individuals coalease spontaneously as do individual groups. Such spontaneous self organization helps new alliances to emerge rooted in the situation and the mutual needs of the groups (which I call as 'situatedness') depending on what works for those involved in the moment. What exactly would emerge is both difficult to assess and predict with great degree of certainty. While some alliances are fleeting; others endure; and some serve their purpose before they dissolve. Whatever, it might be, the states always transforming and changing. Such becoming is the nature of complex systems.

Therefore, in short, social systems self-organize around ideas and non-linear relationships. They are living, complex, dynamic, and constantly evolving as they and their members learn from shared experience generated by various leaders who emerge at different points of time and space.

This is because as social movements develop, multiple sources of leadership are essential since improvements and movements of complex systems affect the whole and never in parts. Any individual or group, however that presumes to be the leader of the whole or aspires to organize a central coordinating body to impose order on the chaos does not understand the process of self generated chaos itself which is nothing but directional order. Hence self-organizing chaos is integral to the movement building process and essential to its success of the whole of complex systems.

Those who understand the complexity of the self organizing, self sustaining process are creative leaders.

 

CL - stands for Creative Leadership.

Complexity, Shall We Dance?

There is an old saying in Bengal, which runs something like this: One person is insignificant; Two together make something creative/worthwhile: Three persons collaborating make things complicated: When four get together things turn chaotic.

Needless to say governments, parties, organizations, teams, communities, online communities are complicated and chaotic. So, what do we do? Naturally, organizations are always wary of chaos and therefore want to bring in order through rules, regulations, regimentation, hierarchies etc. This is the common way.

But even with all that in place, leaders still want to feel the pulse of their people, want to keep a tab on what is going on around them, listen to stories, build culture and many other things. How do they do that? 

They dance with Complexity as a partner. They keenly listen to its music. They follow its steps. They feel the passion and sense its self organizing movement. Then they either copy the steps of complexity. Or they take charge to lead complexity. Or improvize and innovate on the way. But in no case they try to overpower complexity or play rough or be sly about it or ignore it. They dance cheek to cheek with complexity.

Let us see how great and good leaders go about befriending complexity,  

Deep immersion to learn

Here Mr. Bill Gates and his wife are seen in one of the remote villages of Bihar, India. Both of them are now highly involved in philanthropic work in India. However, as expected, they know very little about the country and its culture, which they must learn so as to bring meaning to what they are doing. Hence, they immerse themselves in that learning environment.

In Bill Gates own words, "learning from partners and community members in Patna, Bihar. Incredible start to the day…"

And why in the world is he doing that? Could he not have asked his well paid people to do that for him? They would have loved to send him a detailed report complete with facts and figures supported by photos, videos and what not. Obviously that would not work for him. Human interactions are very complex in nature and that complexity can't be fathomed to any degree of reality without deep observation and learning through direct experience such as this.

Is Mr. Gates alone in such Observation Based Learning through deep immersion?

No, it seems that other great business leaders keep doing this on a regular basis trying to learn within a given context.

Here is another photo that shows Sir Richard Branson practically doing the same thing with his staff located at various offices.

Deep immersion to build culture

The idea is not to straighten out complexity. The idea is not to find order in the complexity or avoid complexity or formulate rules to bring about simplicity. The idea is to befriend complexity to grow and develop by learning from it through direct experience gained through deep immersion and observations.

This brings us to another idea: How do organizations build upon such direct experiences of learning? They can do so through sharing such experiences on a common platform for others to learn and develop on the ideas gained. We call this social learning which uses Enterprise 2.0 platforms to harness the power of complexity and chaos to drive the organization in a self organizing and may I add creative manner.

Best platforms are those which are run on this idea of building on observations, ideas, deep immersions and learning not those who focus narrowly on retaining the heirarchical structure of work as the meaning of work is now undergoing a serious redefinition, the most useful I find is 'observable work'. Such platforms enable Culture Based Design for long term sustainability of an organization.

We now have another name for it. Seth Godin calls it Idea Tourism.

And why would this be so important?

Because money hardly brings in good ideas to sustain but good ideas rake in a lot of money to progress and sustain.

So, we need not be afraid of complexity anymore. Complexity is our partner in our progress not an impediment. So,....

Complexity, Shall We Dance.... since the 21st century belong to the tacit. Or is it?

 

References

1. Culture Based Design

2. Evaluating E2.0 Platforms

3. Management Upside Down

4. Coconut Uncertainty