Complexity Works: Learning synthesis..

Thoughts about the book Complexity Works, Denise Easton and Lawrence Solow.

Overview:

The book is a integration of a number of distinct areas:

Systems and Complexity Thinking

Change planning and management.

An approach to fully integrating people into thinking.

The book represents a synthesis of existing approaches wrapped into a holistic framework looking at change in teams and organizations.

Valuing existing approaches allows the best of all of the approaches to bee seen in the context of an organization.

One of the issues that I see with many of the Red Lens concepts is the lack of understanding of how to implement and apply them successfully. Your case study is very valuable and shows the importance of a set of tools and using them appropriately. In most cases, the models / approaches / methods are fine; when the implementation is poor the results will be poor. There is real value in this part of your book .. This is the practice of change; not the theory of change.

My summary. The book is an easy read. Takes very technical topics and makes them approachable to anyone. The book also provides an excellent example of the concepts in practice. I will be recommending this book to others.

The Concepts I like

3D Glasses: Red Lens and Blue Lens (pages 24 to 28)

This image is great. Valuing the current approaches used today and integrating them with a systems approach. I am finding that the concept of an Adaptive System is now visible in a number of areas. The VSM is a good model of an adaptive system (or adaptive control system).

Patterns and Paradigms (pages 21 to 34)

The concepts of patterns and paradigms tie into the concepts of mental models and conceptual models. These appear in a number of places. I first learned of Mental Models when I read the Fifth Discipline. This has been a guide for me for a long time. (until I learned about all of the other systems thinking variations).

Complexity Space™ Framework (CSF) (pages 35 to 40)

Initially, CSF triggered "Critical Success Factors". I now have changed my thinking due to the image of the integrated globe as a representation of the Complexity Space™ Framework.

Aligning all of the items to the globe provides an image of a number of views of the ecosystems. This is a similar approach taken in the approach to architecture (viewpoints and views).

The EcoSystem (pages 41 to 51)

This area of identification and describing a system is very important. The words I use are slightly different but cover the same ground. How the ecosystems are identified and then interact is also very important I like the list of ecosystems you have identified.

Linkages (page 57)

List of types of linkages and the concept of complex adaptive learning. I'm a fan of Russell Ackoff and he includes learning as a key element of adaptation (re-creating the corporation).

Indicators (Page 79 and whole section)

This is an important section. I use some of Drucker's approaches here about objectives. It feels too change oriented and could take a wider view.

Navigation Process (Page 85 to 102)

This section is good. I use life cycles (from my engineering background) like the ADDIE. This was the first time I've seen ADDIE. This approach is very similar to the architectural approach I take. I like the way it integrates learning in a way similar to the PDCA. I have found some approaches that do. I also like Ackoff's Interactive Planning approach in this space.

I'm a big fan of Womack and Jones, agile development, and six sigma. I'm also a big fan of various life cycles that provide a similar structure.

You do mention this but important to emphasize. Most of the work in change requires a cross-functional or multi-disciplinary team. The value is in the crossing the boundaries and encouraging collaboration and integration.

There is another aspect that comes from Stephen Covey and the 7 habits. The 7 habits are very visible however the 3 layers are much more important. The shift from dependence, to independence to interdependence is really important. Sometimes people attempt to jump from dependent to interdependent without the grasping the importance of the middle step.

I see the movement to agile approaches as a rebirth of the good management practices that Drucker wrote about. His approach to MBO reinforces independence (taking responsibility) and his approach to doing with work as contribution..

In summary, I like the navigation process...

Part 3 (pages 103 to 150)

VERY GOOD ... an example that clearly shows good design, adaptation and results. I liked the whole section.

A good practical example of all of the CSF.

Closing

A good summary of the book.

Concepts that might use better words..

Some words like CSF triggered the incorrect thinking. The words in this section caused the same reactions.

States (starting page 59 and the section)

I'm a big believer of states. Ashby in his cybernetics book uses states as a key element. Though I understand your use of innovation and mutation and their differences. I would not have chosen the term 'mutation'. I seem to associate it with negative rather than positive change. (IMHO).

Disruptions (page 63 and the section)

Though I understand the concept of disruption (e.g. lean startup, exponential organizations), Disturbing patterns (or drivers for change) are not necessarily disruptions. So I understand the section, just not quite the term I would use.

Catalysts

I fully understand the term Catalyst as you have described it. The word Catalyst took me a while to get comfortable with. a catalyst, in my understanding, is a change agent (e.g. chemistry). Some of the catalyst items are the elements not a catalyst. E.g. a process or a system can be considered an operational thing vs a change thing. I struggled with what are the things (parts) of the system and what are the things that change the system. I have been attempting to keep these two areas very different in the programmes I run. I'm happy to discuss this further ... however, no need to change the term. NOTE my approach keeps management, change and operations separate.

Have you seen the Cultural Web. Many of the items you have identified fit in this model. I use the cultural web with Edgar Schein's approach to culture. I worked in one of the organizations he worked with. I relate to his approach.

Are you familiar with the Change Equation?

Concepts I might have expected to see

These items are feedback for you as items I expect to see or now see as a result of my journey.

Purpose

Jim Collins talks about the core-ideology: Purpose, vision, values

These are important elements to anchor the reason for being ..

The concepts of 'what is our business' and who is our customer (from Drucker also relate).

Ackoff also focuses on this a bit more..

Management.

Today, I view management and leadership as two sides of the same coin. I also see a manager (at all levels) essential elements of any transformation.

I now put all change in the context of the activities of a manager and the activities of a leader.

Jim Collins wrote:

"The very best leaders are first and foremost effective managers".

The activities of a manager are:

"Planning, Organizing, Resourcing, Integrating, Measuring, and Developing People"

The leadership activities are:

Future, Engage, and Deliver (these are from a great book I've found).

Separation of Operations from Change

I do feel that Operations (the current system) and Change (the enabling system) are two different systems. They may be two types of ecosystems in your CSF. Culture is really only seen in a current system as it's actually an emergent property.

There are two styles of Six Sigma: DMAIC (for an implemented operational system) and DMADV (for new products or services). Applying DMAIC to an organization with very low maturity (poor implementation) is difficult (e.g. not really under

statistical control)..

Multi-disciplined and Concurrent Engineering Concepts.

The entire organization must change so involvement of the entire organization is critical.

In my experience with New Product Development we used concurrent engineering concepts where the whole team representing all aspects of the product moved through the life cycle together.

I was surprised to see ADDIE as in my experience there would generally be one integrated life cycle for development.

So, I see an integrated approach to development of people, processes and systems (sociotechnical).

One final note ... as I'm on a journey of synthesis. I expect to integrate others works or demonstrate use of approaches. I am building on current practices and communities of practice as the audience for my work. I'm avoiding creating new things but using things that already exist. I'm also going back to basics and finding foundations to build from. This means that I don't necessarily need to trademark things. However, I do respect the copyright and trademarks of others.