|
CAS - complex adaptive system
xxxviii readers should view complexity concepts as a new lens that provides a clearer or broader view of what is happening in organizations... Complexity can provide an integrated and consistent means to understand a wide range of organizational phenomena.
p.3 even artificial intelligence machines need very detailed and specific instructions to deal with all likely contingencies. Think of the amount of programming required for the chess machine that can beat chess masters. [JLJ - hopefully, and perhaps maybe, the ideas in this book will help reduce this amount of programming...]
p.7 A complex adaptive system (CAS) behaves/evolves according to three key principles: (1) order is emergent as opposed to hierarchical, (2) the system's history is irreversible, and (3) the system's future is often unpredictable. The basic building blocks of the CAS are agents. Agents are semi-autonomous units that seek to maximize some measure of goodness or fitness by evolving over time (Dooley, 1996).
p.8 Pattern, in this context, refers to any coherent structure that emerges from a self-organizing process. Patterns are discernible when similarities and differences are repeated in identifiable sequences and relationships across a system.
p.9-11 We believe that change comes about in a cyclical fashion in a complex adaptive system... In this theory of change, parts of the system... interact in real time. As they interact, patterns emerge from the system as a whole... These patterns are the result of many cycles of interaction... the organization reinvents itself every day by making small adjustments in its patterns. This phase is only part of the whole process, however. The whole also affects the parts... At the same time that new patterns are emerging, the old patterns are influencing the behavior of the agents... Patterns of organizational interaction establish traditions and habits of organizational life that tend to bring order... The system-wide patterns can be considered both effects (of previous agent interaction) and causes (of future agent behavior). As the patterns emerge, they constrain the behaviors of the parts in their future interactions. In this messy and iterative manner, the system lurches and searches its way to new organizational relationships and structures that integrate internal and external forces.
p.10 Self-organization is the tendency of an open system to generate new structures and patterns based on its own internal dynamics. Organization design is not imposed from above or outside; it emerges from the interactions of the agents in the system.
p.11 Three factors influence the placement, shape, and power of the patterns that emerge in complex adaptive systems: (1) container, (2) significant differences, and (3) transforming exchanges.
p.11 Container sets the bounds for the self-organizing system. It defines "self" that organizes. The container may be physical... ,organizational... , or conceptual
p.13 Significant differences determine the primary patterns that emerge during self-organizing processes. A difference between two agents may be reflected and reinforced by other agents in the system, which then establishes a system-wide pattern.
p.14 Transforming exchanges form the connections between system agents. Information, money, energy, or other resources [JLJ - influence in general] are the media for transforming exchanges. As the resource flows from agent to agent, each is transformed in some way. These patterns of individual change lead, ultimately, to adaptability of the system as a whole.
p.16 The role of the change agent is to use an understanding of the evolving patterns to shift the container, differences, or exchanges to affect the self-organizing paths, to observe how the system responds, and to design the next intervention.
p.18 The self-organizing dynamic we presented... focuses on the containers that hold the system, the differences that focus pattern-forming energies of the system, and transforming exchanges that establish both stability and the potential for change at the individual and organizational levels simultaneously. This iterative and adaptive model sets a new framework for a change agent's understanding and activities.
p.21 The ideal for a CAS is to match its self-organizing patterns to fit its environment.
p.24 The model of self-organizing dynamics illustrates the value of complexity science for the organization change agent. By using the model to focus attention on increasing the capacity of the organization to self-organize, the change agent fosters the meaningful and adaptive interconnectedness of parts of the system.
p.27 Interactions among system agents that are going on everywhere at the same time produce patterns of change. In a CAS the system is massively entangled, so one way to influence change is to influence the interaction.
p.28 In a complex adaptive world, multiple interdependencies, causal connections, and the flow of power move every which way at the same time. Change cannot be a simple top-down process. It must work from every point in the system toward every other point.
p.33 In a CAS there is always "permanent white water" (Vaill, 1989)
p.38 As agents interact, what arises cannot be predicted.
p.49 Self-organization does not occur in predictable stages. The interaction of the system agents creates unpredictable patterns that change over time. In turn, these patterns affect how the agents interact with one another in the future.
p.51 The self-organizing nature of human interactions leads to all kinds of surprising, iterative interactions... nonlinear patterns of behavior can exaggerate small occurrences into large patterns. But observers cannot usually anticipate what will be amplified of damped in the process or how quickly change will accumulate. Uncertainty in system behavior emerges when nonlinear interactions exaggerate apparently irrelevant differences to generate wildly unpredictable futures.
p.52 In these and many other organizational situations, the nonlinear patterns of self-organization generate unpredictable futures. In the midst of the uncertainty, decisions have to be made. A common and logical response is for the complex adaptive system and its leaders to try to reduce uncertainty by excessive planning and control. Although apparently logical, this strategy leads to other complications... To be effective, change agents must develop a degree of comfort with organizational uncertainty. It is a necessary skill and is essential for those who want to influence a CAS.
p.53 Some uncertainties have to be embraced if an organization is to adapt to changing environments... Expectations of predictability cannot be met when a system is open to self-organization.
p.55-56 A complex adaptive system does not admit to any certainty of steps in a process or predictable, staged outcomes. To expect a predictable developmental path is to deny the reality of complex adaptation... Each moment of evolution represents multiple possible paths toward an adaptive future.
p.56-57 The outcome of a self-organizing process is determined by the complex interactions within the system and is usually unknown to the change agent. It is possible, however, for a change agent to influence the speed of change.
The rate of change in a self-organizing system is affected by the size of the container, the frequency of the transforming exchanges, and the number of significant differences. A change agent can adjust these conditions to shift the speed of the self-organizing process.
p.60 power structures are all interrelated through organization dynamics. Efforts to make changes must be synchronized with these external forces if the transformation efforts are to be successful.
p.61 The rule is, "Try something, evaluate its impact, and then try something else." Trying to figure out exactly what will happen leads to "analysis paralysis."
p.62 Trust that emergent solutions will occur without pushing ahead with a decision.
p.62 History, however, helps us to evaluate the present... In an uncertain world, however, the only clear view is th one that looks back, so use the historical view, even while recognizing its limitations.
p.69-70 In a machine-like organization where everything is complicated, the implementation of plans is often thwarted by hidden relationships... A complex adaptive system, on the other hand, is built from the local behavior of the system agents. The complex interweaving that emerges over the history the organization holds within itself the secrets of success. The building blocks of relationships, information transactions, and connections are known to those who participate in them.
p.70 The reality is that plans, structures, controls and even vision emerge from the interactions of the system agents. The role of the change agent is to reflect on actions and experimentation, not end points.
p.72 In a CAS, resources must be devoted to understanding the present. What is happening in the present? What do we do better right now? What have been our patterns of success in the past? Planning in a CAS is a set of processes to encourage, facilitate, and evaluate organizational experiments. Rather than predicting strategies, complex adaptive planning generates emergent strategies. Given this emergent image of planning, changes in strategic direction survive if they work. Failures are quickly discarded. In this interactive process, both the expected and the unexpected emerge. By responding to the unexpected, the strategic direction is created anew every day.
p.73 In order to assure quality or productivity in meeting the needs of the customer, an organization must define small containers in which things are predictable and closed... It is important, however, to realize that these components are only a part of the larger CAS.
p.73 Developing a vision in a CAS requires understanding the present dynamics and letting system members build possibilities for the future. Vision emerges from the space where order and disorder cross over. in the rich interplay of experiences, thoughts, and connections of system agents.
p.74 in most organizations, efforts are made to turn the vision into outcomes and goals. Then the goals and outcomes have to be translated into action. Doing so negates the adaptability and richness of the source of the vision - the interaction of significant differences through transforming exchanges in the system container.
p.74 Brenda Zimmerman... talks about a "good enough" vision that recognizes the impossibility of a clear and explicit vision of the future in an inherently unpredictable system. The best we can do is "good enough," and then we need to start moving - acting - and watching for patterns and direction to emerge.
p.75 For the purposes of work (projects and interventions) we can construct arbitrary beginnings and endings. We must do so in the full knowledge that these are imposed, intentional, imagined breaks in the flow of pattern formation and individual transformation... the interaction of the agents lead[s] to unpredictable structures and organizing principles. The structures that do emerge are resilient and quite capable or reorganizing in response to both small and large events.
p.76 When structures are allowed to emerge in participative processes, they are more adaptive and more resilient in dealing with changes to the environment.
p.81 The change agent supports action and experimentation, rather than focusing on arbitrary end points.
p.92 A certain amount of disorder and disruption are required for adaptation.
p.93 The role of the change agent... is to help the group members be conscious of containers, surface and understand the differences that drive their interactions, and to establish transforming exchanges that allow the difference to generate learning.
p.114 Some behavior and interactions have more impact on organization change because they fit with the needs of the environment
p.115 Unless the vision of the future is grounded in current reality, it will not be helpful... CAS offers an alternative. Agents, in the context of the whole, define their local aspirations and take local action to close local gaps. This pattern of individual action in immediate contexts is defined as "fit with the environment."
In a CAS... agents move toward a pattern that is a good fit for their needs and that aligns with opportunities in the environment.
p.117 If the environment is stable and predictable, an organization vision may give a basis for action. If the future is uncertain, then the gap between present and future cannot provide insights for change. Fitness focuses on the gap between two present situations, both of which can be known. By focusing on fitness, change emerges from interactions, rather than depending on pre-determined detailed designs.
p.118 An organism is fit if its adaptation has prepared it to work productively in an ever-changing environment... there is no end point in a CAS. "Fit" in a self-organizing process becomes a dance in which agents shift continuously in concert with an ever-changing environment.
p.118 The concept of co-evolution acknowledges that both the environment and the individual agents change to match each other. In nature species co-evolve as one discovers a new innovation and uses new parts of the landscape... This alters the fitness landscape for all the others
p.119 Success may... be measured... by making the right move on the landscape at the right time to increase adaptation. In an organization, fitness is measured by sustainability over time under adverse conditions.
p.119-120 To remain poised at a high level of performance, agents must continually improvise... Transforming exchanges are absolutely necessary to this process. The only way to know whether an action was successful is to collect information about the consequences of that action. The only way to know the consequences is to collect information through a complex network of transformative exchanges, to analyze that information, and to use it to plan the next step on the path toward fitness.
p.124 When success is defined as fitness, many options are possible.
p.125 Gaps - differences between the present and a preferred future - move a system to action... When a system focuses its energy on specific differences, it can generate new options for action.
p.139 Assessment in a CAS involves asking questions, "reading" organizational patterns, and helping to identify the opportunities to respond.
p.144 By evaluating the state of a CAS, the change agent is checking the degree to which the system is self-organizing.
p.145 From a complexity perspective, the ultimate criteria of organizational success are adaptability and sustainability in the face of environmental pressures.
p.145 Measuring adaptability requires making measurements, adaptations, and new measurements repeatedly.
p.145 Measuring adaptability is difficult because most current measures of organizational outputs only indirectly measure adaptability.
p.147 Perception In a CAS, it is important that the change agent be able to perceive what is happening in the system at any given time. The change agent should look for indications of readiness to self-organize
p.148 Actions A change agent must be ready and willing to take action to help the system move forward with adaptation. A complexity change agent must be able to work effectively in nonlinear situations that are essentially unpredictable and full of surprises.
p.148 Relationships ...relationships must be appropriately amplified to bring out the potential of individuals in the system.
p.148-149 Summary Complexity thinking helps the change agent gain a better comprehension of organization behavior. A complexity perspective does not give answers per se. The unpredictability in complex systems makes it impossible to find absolute answers that work in every situation. Only the questions can be carried reliably from one context to another.
p.157 Three factors influence the self-organizing patterns in a CAS: container, significant differences, and transforming exchanges. A change to any of these conditions changes the speed, shape, vigor, and adaptability of the self-organizing process.
p.157 In addition to using these three levers to influence organization change, the change agent must adopt innovative assumptions about change in organization. Preceding chapters outlined six of these assumptions.
p.157-158 1. Change Through Connections... Change in a self-organizing system does not come from a pre-ordained design or the top-down exercise of power. Instead, it searches and lurches its way along through the complex and massively entangled interactions of individuals and groups. When change agents recognize this fundamental rule of self-organizing, they collect information about and seek to influence the transforming exchanges that tie system agents together into networks of adaptation... Briggs and Peat (1999) believe the process of dialogue is the means to this end
p.158-159 2. Adapt to Uncertainty ...change agents must take advantage of the existing conditions for self-organization.
p.160 3. Emerging Goals, Plans, and Structures ...The future of a CAS emerges from the raw materials of the present... an organizational CAS shapes its behavior by establishing core structural principles and then adapting to local situations.
p.161 4. Amplify Difference ...Significant differences are the engine for change in an organizational CAS... When surfaced and incorporated into the emerging patterns, difference lends the power and flexibility to the process and the patterns that emerge
p.162-163 5. Self-Similarity ...All levels and parts of a CAS are intimately linked together... Although the containers, differences, and exchanges are different in size and content, the underlying mechanism is identical.
p.163 6. Success As Fit with the Environment ...In an adaptive system, no absolute measures of success exist. Instead, success is defined as the ability to transform to match changing circumstances... an organization... makes explicit the goal of focusing on significant differences and engaging in transforming exchanges to support adaptation
p.164 Conclusion We have presented a model of change based on an underlying theory of self-organization and its applications to change in organizations... As the future unfolds for business and industry, the need for constant adaptation can only become more urgent.
p.165 In this book, we have shared the concepts and tools that we have found most helpful in navigating the complex and nonlinear interactions of complex adaptive organizations. We hope that you will find them helpful in the journeys of change with your organizations and those of your clients. [JLJ - Thanks for that]
|
