Complex Adaptive System

A633.3.3.RB

Find a company which reflects Morning Star and St Luke’s image of a Complex Adaptive System (CAS) and reflect in your blog what the implications are for you and your present organization (or any organization you are familiar with). Identify what you believe are appropriate actions to move your organization forward.

The dynamics that contribute to organizational 

evolution continues to increase with technological and communication advances necessary to be effective in the globalization market. This evolution has spurred the transition from the function silo model to the cross-functional matric model to the more agile Complex Adaptive System (CAS) organization. The significant contrasting cornerstone of CAS as noted by Obolensky (2014), “What forms the foundation (or cornerstones) of this dynamic are clear people processes and policies, sound and flexible information and communication technology systems, and transparent, inclusive and flexible strategy development processes” (p. 25).

Creating an environment with limited boundaries, where employees have increased responsibility and creativity without the traditional manager directing every task seems to be a “long stretch” at first glance. Yet, companies like Morning Star and St. Luke’s have not only successfully transitioned to a CAS organization, but they have become industry leaders in their respective fields as a result of their efficiency and freedom of movement. For example, employees at Morning Star, employees are essentially their own boss and are driven by a personal mission statement which guides their efforts. Furthermore, they are empowered to make purchases, hire and work with colleagues that directly contribute to the company’s purpose more quickly than the traditional bureaucratic organization mode (Hamel, 2011). Likewise, St. Luke’s has risen to the top of their industry embracing the CAS. According to Diane Coutu (2000), “The St Luke's approach to business is underscored by the firm's unique organizational structure. The company has no bosses and is entirely owned by employees. Perhaps it's not surprising, then, that St Luke's boasts an unusually high level of staff loyalty,” she continues, “St Luke's pursues its goal by carefully managing a paradox: it pushes its people to take enormous risks, but it has built a working environment that feels as safe to its employees as, say, a small-town bank in the 1950s” (p. 144).

Another company that uses the Complex Adaptive System is Extreme Programming which was started in March 1996. This company works to improve software projects using five essential methods: communication, simplicity, feedback, respect, and courage (Extreme Programming, 2013). Most importantly, this company places emphasis on its employees, customers and developers all on the same plane to enhance collaborative effort and team work. In fact, by using the CAS, this company is capable of adapting their teams and resources according to the challenge at-hand and allowing for a more responsive and timely action.

The most surprising aspect of Extreme Programming is its simple rules. Extreme Programming is a lot like a jig saw puzzle. There are many small pieces. Individually the pieces make no sense, but when combined together a complete picture can be seen. The rules may seem awkward and perhaps even naive at first, but are based on sound values and principles (Extreme Programming, 2013).

Personally, I have never had the opportunity to with an CAS organization. I come from a military background that naturally has a ridged hierarchy structure and clear command channels. Although the military is structured and operated as a hierarchy, I have experienced and observed leaders at all levels encouraging creative solutions to complex problems by allowing for wide boundaries (yet still structured) in order to provoke adaptability and agility. I believe that if an organization was committed to move their organization towards a CAS organization, the organizational leaders (and employees) must be educated and trained in what a CAS is and how it operates (edge of chaos). For if a leader is not well versed in the CAS, they would attempt to run the organization in the manner they are comfortable with and know, which sabotages their own efforts. Furthermore, leaders should also become familiar and practiced in Taosim. According to Obolensky (2014), “In terms of Tao, this organisational evolution is a move from Yang to Yin, or better still a re-balancing, so that the benefits of Yang are not lost. This is an important point – the process is evolutionary,” Obolensky continues, “So the way these changes and phases are managed is as important as the changes themselves. Organisational change frequently fails due to the perceived need for revolution” (p. 27). As one may observe, being committed to transitioning to CAS and understanding and leading within a CAS are two separate endeavors. Much effort should be placed on the education and training of what a CAS is and how it moves as a fluid organism and the impact of small actions yielding large results (Butterfly Effect).

References

Coutu, D. L. (2000). Creating the Most Frightening Company on Earth (Links to an external site.). Harvard Business Review, 78(5), 142-150.

Extreme Programing: A gentle introduction. (2013). Extreme Programing. Retrieved on August 27, 2016 from http://www.extremeprogramming.org/index.html.  

Hamel, G. (2011). First, Let's Fire all the Managers (Links to an external site.) (cover story). Harvard Business Review, 89(12), 48-60.

Obolensky, N. (2014). Complex Adaptive Leadership (2^nd edition): Embracing Paradox and Uncertainty. Ashgate Publishing Ltd. Kindle Edition.