We’ve been talking about how things are connected. Whether we are at home or at work, we all function within interconnected systems. The following, while directed to a leader of an organization, can be used in our personal lives as well. When we find ourselves facing complex problems, we can find solutions by doing a few things.
A frequent theme in science fiction is that villains, whether they are living entities or machines, have the terrifying ability to regenerate. Similarly, complex systems often will appear to have the same self-maintaining and self-repairing ability for which Anderson and Johnson state, “The more complex a system is, the greater its potential to process large quantities of information, learn quickly, and act flexibly”, giving it a second wind and continuing to affect the immediate organizational environment. Some systems, though, long past usefulness or compatibility with contemporary and changing paradigms rise, such as the mythical phoenix, to live and fight another day. This relentless characteristic of complex systems is one of the ways that take individuals and organizations by surprise because overcoming the challenges that complexity brings is a process, rather than an isolated and finite event. When we recognize a system which should be left behind, we must intentionally do so, otherwise, we remain caught in habits and patterns which no longer make sense to the future we aspire to attain.
To deal with complex problems, there are techniques available to the leader who is willing to invest the time and energy required. Innovation is a valuable tool because the very process forces participants to challenge conventional practices and think beyond what may be believed the only way of doing things. Innovation opens the door to understanding, which Larrasquet, Pilniere, and Jayaratna discussed when they stated, “When institutions [and individuals] fail to innovate they do not attempt to find out the complex issues involved.” A prerequisite to innovation, though, is the discovery that comes from stepping back from the immediate problem to view the bigger picture, taking what Heifetz, Grashow, and Linsky identify as the “balcony view.” By stepping back, one sees the connections and interdependencies of the many parts and subsystems that continually affect each other. By viewing complex problems from a distance, leaders have a better chance of identifying which systems are providing value and which are villains.
When faced with complex systems and problems, step back, innovate, and discover solutions that you haven’t yet thought of. Do this at work and at home. You’ll be glad you did.
Lead well.