Butterfly Effects

A633.2.3.RB

Based on this week's reading, reflect on complexity science and theory in organizations and the butterfly effect (p.66). Identify 2 examples where “small changes yield large results” in your organization.

What are the implication of complexity theory for you and your organization and how can you use this to drive improvements?

When leaders understand how complexity science and theory work within a complex system, such as an organization, leaders have the potential to enhance their organization’s effectiveness with small yet calculated actions and behaviors. “Complexity theory shows us that complex systems can exhibit simple ‘emergent’ behavior” (Obolensky, 2010, p. 88). Indeed, for an organization to be able to balance order and chaos, Obolensky (2010) identifies four common features of a complex system:

•    Self-organized
•    Inter-relatedness
•    Adaptive nature
•    Emergence (p. 89)

Within this complex system, the emphasis is placed more on the leader’s knowledge and understand of the dynamics that affect organizational adaptability and innovation rather than the traditional belief that organizational effectiveness is solely the result of a charismatic and visionary leader. “‘Complexity science shows how the typical focus on “heroic” and charismatic leaders can result in a lack of innovation in modern organisations’. This seems to echo Collin’s ‘A charismatic visionary leader is absolutely not required for a visionary company, and in fact can be detrimental…’” (Obolensky, 2010, p. 95).  A leader that is well versed in in complexity science and theory has the ability to influence organizational effectiveness with small changes as demonstrated by Edward Lorenz’s Butterfly Effect, which states, “small changes can yield large results” Obolensky, 2010, p. 71).

For example, during the summer of 2006, I deployed to Iraq as a Police Transition Team Chief (PTT) where we were charged with training and supporting the Iraqi police (IP) in an effort to improve policing capabilities and relations with local communities. While other PTT Chief (in other areas) were focusing on using designated funds to purchase individual equipment for the police stations that were known to disappear due to a lack of accountability and tracking by the Iraqi police leadership; I decided to focus our efforts elsewhere. In cooperation with the Iraqi police chief, we decided to contract a local company to come in to the stations and remove debris and trash typical in a war-torn environment. Initially I received puzzled reactions within my own chain of command and with other IP leadership, yet when the work was complete, the Iraqi police stations look uncharacteristically cleaned, organized, and inviting for the locals that entered the stations. This small action was implemented to initiate the IP’s image of professionalism and care for their station. This was evident when locals commented that the station looked good and welcoming. Moreover, other Iraqi police officers began to take ownership of their station and its condition as I witnessed one IP scolded another IP for throwing trash on the ground (which was typical) after the improvements were made.

A second example of a small action yielding large results represents an organizations ability to adapt to a new dynamic, which required an addition to the organization’s capabilities to meet the new demands. For example, in 2012 while I lead a Military Police training organization, which consisted of basic training and advanced individual training for civilians entering the Army. My organization was undertaking a new initiative that required training packets to be notarized (new dynamic not previously required) for over 100 trainees, which would require significant logistical planning and resources to complete; ultimately jeopardize other aspects of mandatory training. To prevent a major disruption to our scheduled training with external organizations and gain a capability to better serve our already over taxed cadre, I initiated an organizational policy to have one of my cadre become and serve as a unit notary public. By adding this capability to our organization, we were able to alleviate major movements and better control our time. Typically, our organization would have to coordinate with an administrative office and schedule for a notary public to provide their services, thus we would be at the mercy of their availability. By having this new capability, our organization had greater flexibility to meet the requirements of this new dynamic on our terms. Furthermore, as part of a larger organization that had five sister organizations (training companies), other units began requesting the use of our capability (notary public) because trainees and cadre alike could complete a vital step in a quarter of the time from the traditional method of having to plan, coordinate, and drive across the installation for the same result. Since this capability was deem important by other leaders within the larger organization to make better use of time and increase flexibility, they began to incorporate this resource into their organizations.

When leaders understand complexity science and theory, they are better suited to exercise their ingenuity and influence their organizations effectiveness and strategy. Leaders must encourage innovation and adaptability throughout their organization with action and behavior. Understanding how a complex system works and the methods to influence its behavior, such as the butterfly effect, an astute leader can have a greater impact on this system and its people.

Reference

Obolensky, N. (2010). Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Ashgate Publishing Ltd. Kindle Edition.