It’s tempting to think the world has gone crazy. A crisis in one place followed in quick succession by a crisis somewhere else. Yet situations and events that appear completely unrelated can look mysteriously connected once we pause, step back from the dramatic media rhetoric and look more deeply. ‘What is really going on here?’, ‘What is influencing what?’, 'What patterns and links are forming?'
McDermott & O’Connor in ‘The Art of Systems Thinking’ distinguish between: simple complexity (e.g. a car engine that is complicated because it has numerous parts - yet it parts interact predictably and in fixed ways) and dynamic complexity (e.g. human systems such as families, teams, communities, nations etc. where different parties not only interact but change and influence each other).
Dynamic complexity at a global level is being accelerated and amplified by technology and social media that enable people to connect, interact and influence each other faster than ever before. As Wheatley explains in ‘Leadership & The New Science’, however, this does not necessarily create ever-increasing chaos. It’s as if even complex human systems find their own equilibrium and flow.
So what does this mean for leadership, OD and coaching? Firstly, look beyond the issue itself to inquire into ‘what else’ is creating and sustaining the conditions for it to arise. Secondly, view human systems in terms of relational influence rather than mechanics. Thirdly, be curious and responsive to what and where energy is emerging and shifting. Fourthly, be ready to let go - and dance!
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