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On Saturday night, we finished a 1,000 piece puzzle. Pre COVID-19, listening to jazz and staying up ’til 10:30pm with my husband and 10-year old to finish a gratifying but arduous endeavor would have… 
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Scoop.it!
Managing the performance of social interventions. What can we learn from a complex systems approach?If PM is “a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance” (Armstrong and Baron 2004), what does this mean when organisational performance is viewed as being an aspect of a complex system?
Andrew Gerkens's insight:
This paper seeks to outline the current dominant approach to the
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Every generation has its defining crisis. In the 1980s we had the prospect of global thermonuclear war looming. Luckily, that particular doomsday scenario never became a reality. But it was pretty…
Andrew Gerkens's insight:
An important example of the use of Immunity To Change to help explore the most important global challenge we face today - climate change. Technical solutions will help respond, but the reality of the problem is that it is adaptive.
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Insights from a group of coaches reflecting on the complex (adaptive) challenges of their clients in comparison to their own.
Andrew Gerkens's insight:
I could easily put every single Jennifer Garvey-Berger post in here. She shares openly, beautifully and with great care. If you don't follow her, then DO SO IMMEDIATELY!
Two really interesting points that resonated with my own experience: 1. The ease at which we can identify other people's adaptive challenges, but the difficult we have in recognising our own 2. The extension of this, which links strongly to some of my own big assumptions (immunity to change) is expecting myself to get on with it, solve it and be pretty unkind to myself for not. Jennifer reinforces the importance of being more gentle with ourselves once we do recognise an adaptive challenge and applying the practices (i.e. experimenting) to respond accordingly. Good opportunities to reframe....
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From
www
Understanding the principles that confer robustness in complex systems—such as tropical forests, stock markets, and even companies—can mean the difference between survival and extinction.
Andrew Gerkens's insight:
Principles for building adaptive capacity to help organisations survive and thrive in a time of speed and complexity.
Organisations are complex adaptive systems (CAS) nested in a business ecosystem, which is nested in the broad societal environment.
Complexity therefore exists at multiple levels, not just within organizational boundaries; and at each level there is tension between what is good for an individual agent and what is good for the larger system.
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Find out what metaphors, journeys and anxiety have to do with communicating in complexity.
Andrew Gerkens's insight:
How leaders can communicate when the future is uncertain:
1. Communicate direction and welcome people on the journey 2. Make it emotionally resonant - admit vulnerabilities and invite others to do the same, be excited about the possibilities 3. Use strong metaphors - bring ideas together 4. Make your audience the hero - call them to action, to adventure so they can collectively create
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From
mwah
Unprecedented 21st century leadership challenges can not be addressed by a 20th century management toolkit
Andrew Gerkens's insight:
A short, but insightful article about the reality of leadership in a time of speed and complexity. More tools won't help leaders, but a different mind will - adaptive leadership and vertical development. Unprecedented 21st century leadership challenges can not be addressed by a 20th century management toolkit....
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A tool originally developed to represent existing realities doesn’t work well as a mental model for creating new realities
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Source: There are no root causes in complexity – marcus jenal – Medium There are no root causes in complexity marcus jenal Dec 10 I have never been very comfortable with the concept of root causes. I do see the need to go below the surface and not just look at the ‘symptoms’. Yet, it…
Andrew Gerkens's insight:
An exploration of root cause, which applies to simple and complicated domains, and the idea of forces that interact together to get you a particular effect, which is the domain of complexity.
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The very definition of organizations has changed. The impact of digitization is going far beyond a few collaboration tools and platforms. Today’s organizations are no longer defined by fixed…
Andrew Gerkens's insight:
This article explores the idea of thrivability and the importance of communities that extend beyond the reach of organisational boundaries, to position us to work together to respond to some our biggest global challenges. The article also shares a model describing stages of organisational evolution. Part 2 explores the way communities can embrace complexity.
Part 2 - https://medium.com/@sahana2802/organizations-as-communities-part-2-b42d2dc32362
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Few doubt that leaders matter and that leadership matters more. An individual leader makes good things happen. And a leadership capability throughout an organization sustains long-term success. Abo…
Andrew Gerkens's insight:
A useful reference for the development of leadership frameworks. Good to see the inclusion of complexity (adaptive leadership) under the element of Strategist. I may be getting hung up on words/terminology, but I'm not sure if a person can 'master complexity to create simplicity'. The complex is complex. mastering it, isn't about making it simple, it is about building the capacity to think and work in ways that make it possible to embrace and thrive in complexity. It requires a broader world view.
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This simple approach—with these powerful questions—can literally transform the way your team thinks and learns together. It also opens up great ne
Andrew Gerkens's insight:
A complexity check in is a great way to help teams develop their ability to see the system(s) and each other in new and helpful ways.
1. Start the meeting by asking a question (i.e. What surprised you this week? Where are we failing that we didn't expect to?) 2. Give everyone time to consider their response (think/write/post-it) 3. Allow everyone to share their answer 4. Ask the group what they noticed in the responses. What patterns did they see? What things were common? 5. Determine the outlier (perspectives/responses). 6. Ask the group to identify what we're not seeing or what we're not talking about.
Questions 5 and 6 are harder, but as the group gets used to exploring these questions, they will get better at seeing patterns and understanding human systems.
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Why organisations change? One reason is increasing complexity (the C in the acronym VUCA). This infographic explains the impact of complexity on business.
Andrew Gerkens's insight:
A fun and really effective way to explain complexity and reinforce why traditional management practices will be ineffective. reinforces different mindsets and ways of working required to respond to complex challenges. It also reinforces the need to work out loud across networks as part of a growth culture.
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COVID as a jigsaw
This article uses the analogy of a jigsaw to help us understand how we might navigate #uncertainty and #complexity. I like this quote:
'Humbling as it is to admit, I think it’s time to take my husband’s approach. Since we can’t know for certain how this unparalleled pandemic will play out, we need to notice what’s emerging in and around us and, piece by piece, craft the picture of our new world together'.
What did you notice from the article and what do you observe in yourself and others? What conversations are or might you have with your teams?
#VUCA #COVID