According to
Keith Yamashita and Sandra Spataro, in a complex adaptive system, chaos is
essential so that the organization can adapt and therefore, survive. Actions
within the organization do not take place because of planning but rather
because the organization is evolving to meet the changing needs of those
involved. Changes do not have to be huge to make a big difference in the
organization. Feedback is also an important aspect of a complex adaptive system
as it comes from all sides and allows adaptation to occur based on comments
made.
As a leader, it seems
as though establishing a truly complex adaptive system would be very difficult.
Aspects of this system currently exist in my organization but I believe that we
are actually in some type of transitional state. For example, upper level
management recently instated 360 degree feedback. Other members of the team,
however, were not included in that initiative. To some extent, employees are also responsible for certain
initiatives and running projects; however, there is always oversight by
management, making what Obolensky
(2010) refers to as a mix of top down and bottom up (p. 30). Leaders
within the organization believe that employees have more say in strategic
planning than employees believe they have. This insight should help leaders
adapt their leadership style to make their assumptions but, as of this point,
this has not happened. For this reason, employees may not be fully invested in
the strategies coming form the top. Obolensky (2010) states that people need to
be involved in the formulation of strategy to expect a high degree of
understanding (p. 30). If followers do not feel as though they have been
included in strategic planning, and they do not necessarily understand the
strategy or reasons for it, they are less likely to be actively involved in its
implementation.
The most
difficult aspect for making the transition to a CAS is reducing the hierarchy
that generally appears within an organization. I am sure that there are not
many CEOs willing to give up their corner offices and leave the strategizing to
others.
As for moving
forward, I do not believe that my organization will ever truly become a CAS. As
a matter of fact, I see the opposite occurring. There are more levels of
management being added all the time. For example, we have people within the
organization with the titles of executive director, director, associate
director and, in some areas, managers. This, in my opinion, makes those who
work without a management level title feel further removed from upper level
management, meaning that their ideas never come to the table or they believe
that their opinions don’t matter. One of the things that I like about the idea
of a CAS is that those who do the work and best understand the processes and needs
of the customers are making decisions. They are also able to constantly provide
feedback to others involved in project as a means of self-policing. According
to Obolensky (2010), individuals not rising to the occasion are quickly
identified and eliminated, making way for more productive individuals (p. 27). In
my opinion, this would be a highly motivating factor to do a great job and be
productive in my role.
Although I do
not really feel as though I understand how to transition a traditional business
model into a CAS, there are aspects of the CAS that appeal to me and hope to be
able to include when I am a leader.
Obolensky, N.
(2012). Complex adaptive leadership, embracing paradox and uncertainty.
Burlington, VT: Gower Publishing Company.
Yamashita, K.,
& Spataro, S. (n.d.). Unstuck: A tool for yourself, your team, and your
world. Retrieved from http://www.exinfm.com/board/complex_adaptive_systems.htm
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