Yesterday was wonderful. We spent the whole day around a fire on MacKenzie Beach listening to three stories and reflecting back what we learned. Pawa’s father Moy and uncle Tim both told stories of growing up in a traditional family and village. For me Tim’s story of getting stranded with his brother in a rowboat was powerful and contained all kinds of teachings about leadership, knowledge and practice. In the afternoon we did the same with Admire’s story from Zimbabwe, the story of what is happening at Kufunda Village. A full day of deeply listening to stories, harvesting lessons and teachings. And then this morning, Tim’s story was reenacted. Myself and Kelly, one of the participants here, re-enacted the story of Tim and his brother in a canoe alternately rowing and baling and having to switch roles while the waves pitch and roll. Physically re-enacting the story, sitting in chairs and actually switching places as if we were in a canoe leant a depth to the story – teachings about balance and safety and working together. Feeling it is a whole different kind of listening.
One of the things that is happening here is that we are beginning to experience a really different sense of time. We are spending our days outside, blessed by constant sunshine that is a complete surprise at this time of year. We are gathering around a fire on the beach or sometimes outside one of the cabins where we are staying. Teachings are flowing in everything we do, from cooking to walking, to spending time alone. Time is so slow here and we are finding ourselves going to bed at 8:00 after the sunsets and waking up early in the morning. This is probably one of the most interesting teachings we are getting from the land itself, watching the tides come and go and the moon grow towards fullness, as we barbeque salmon on the fire and share the work of our little village.
Purpose is beginning to arise amongst us. And as that happens, offerings are beginning to appear as well, offerings of space for future gatherings, offerings of resources and friendship and deep commitment. We are still running the Indiegogo campaign so people from around the world are contributing there too, and you can join them. Tomorrow we continue our living in open space, heading out for a walk in the woods and perhaps playing some lahal later after the sun goes down.
A very useful list from Dave Snowden which can be used to describe good tactics for dealing with complex situations:
- The whole success of social computing is because it conforms to the three heuristics of complex systems: finely grained objects, distributed cognition & disintermediation
- In an uncertain world we need fast, real time feedbacks not linear processes and criticism includes short cycle experimental processes which remain linear.
- The real dangers are retrospective coherence and premature convergence
- Narrative is vital, but story-telling is at best ambiguous
- Need to shift from thinking about drivers to modulators
- You can’t eliminate cognitive bias, you work with it
- Extrinsic rewards destroy intrinsic motivation
- Messy coherence is the essence of managing complexity
It had to be an Irish politician that finally suggested this! Ireland has been leading the European Union the past six months, including chairing and hosting the EU’s meetings. Micheal Ring tried a different approach to having all 27 ministers show up and read a speech.
Sports Minister Michael Ring might actually have made a difference. At the Council of Sports Ministers in Brussels, the Ringer pioneered a new approach to these meetings. The usual drill sees each of the 27 ministers reading a prepared script outlining their country’s viewpoint. It’s tedious stuff.
Minister of State Ring decided to change this. He announced to his fellow sports ministers: “No scripts today! If you cannot speak without a script for thee minutes ye shouldn’t be in the job you’re in.”
The politicians looked a little uncertain. Their civil servants looked horrified.
”Let me tell you this,” he continued, “I came through Westport town council and the county council, I’m in the Dáil and now I’m a Minister and we had more debates in the town council than we’ve ever had here.” The ministers were discussing drug misuse in sport. They had brought their scripts, but after initial misgivings and a bit of cajoling from Michael, they decided to throw caution to the wind and have a proper discussion. Ring banished officials to the margins and let the ministers do the talking.
“It was mighty. Mighty altogether,” he tells us. “I was told this was the most successful meeting in Brussels for 20 years. We had a lively exchange of views and a frank and open debate. The place was packed and the meeting went on for nearly four hours.”
Inspired post by Dave Pollard today on the challenge of scale and the confusion of control. Complicated systems require few connections in order to be manageable:
It is because business and government systems are wedded to the orthodoxy of hierarchy that as they become larger and larger (which such systems tend to do) they become more and more dysfunctional. Simply put, complicated hierarchical systems don’t scale. That is why we have runaway bureaucracy, governments that everyone hates, and the massive, bloated and inept Department of Homeland Security.
But, you say, what about “economies of scale”? Why are we constantly merging municipalities and countries and corporations together into larger and ever-more-efficient megaliths? Why is the mantra of business “bigger is better”?
The simple answer is that there are no economies of scale. In fact, there are inherent diseconomies of scale in complicated systems. When you double the number of nodes (people, departments, companies, locations or whatever) in a complicated system you quadruple the number of connections between them that have to be managed. And each “connection” between people in an organization has a number of ‘costly’ attributes: information exchange (“know-what”), training (“know-how”), relationships (“know-who”), collaboration/coordination, and decision-making. That is why large corporations have to establish command-and-control structures that discourage or prohibit connection between people working at the same level of the hierarchy, and between people working in different departments.
Why do we continue to believe such economies of scale exist? The illustration above shows what appears to happen when an organization becomes a hierarchy. In the top drawing, two 5-person organizations with 10 people between them have a total of 20 connections between them. But if they go hierarchical, the total number of connections to be ‘managed’ drops from 20 to 8. Similarly, a 10-person co-op has a total of 45 connections to ‘manage’, but if it goes hierarchical, this number drops to just 9.
This is clearly ‘efficient’, but it is highly ineffective. The drop in connections means less exchange of useful information peer-to-peer and cross-department, less peer and cross-functional learning, less knowledge of who does what well, less trust, less collaboration, less informed decision-making, less creative improvisation, and, as the number of layers in the hierarchy increases, more chance of communication errors and gaps.
But, what about complex systems?
So back to the purpose of this post, to answer these questions: 1. What is it about the ‘organization’ of the Internet that has allowed it to thrive despite its massive size and lack of hierarchy? And: 2. What if we allowed everything to be run as a ‘wirearchy’?
To answer the first question, the Internet is a “world of ends“, where the important things happen at the edges – and everything is an edge. “The Internet isn’t a thing, it’s an agreement”. And that agreement is constantly being renegotiated peer-to-peer along the edges. If you look at the diagram above of the co-op with the 45 connections, you’ll notice that the nodes are all at the circumference – around the edges. There is no ‘centre’, no ‘top’. And the reason the organization isn’t weighed down by all those connections is that they’re self-managed, not hierarchically managed. The work of identifying which relationships and connections to build and grow and maintain is dispersed to the nodes themselves – and they’re the ones who know which ones to focus on. That’s why the Internet can be so massive, and get infinitely larger, without falling apart. No one is in control; no one needs to hold it together. It’s a model of complexity. And, like nature, like an ecosystem, it is much more resilient than a complicated system, more effective, and boundary-less. And, like nature, that resilience and effectiveness comes at a price – it is less ‘efficient’ than a complicated system, full of redundancy and evolution and failure and learning. But that’s exactly why it works.
via What If Everything Ran Like the Internet? « how to save the world.
Richard Straub writes in the Harvard Business Review, on a great piece about what stops managers from adopting complexity views:
Complexity wasnt a convenient reality given managers desire for control. The promise of applying complexity science to business has undoubtedly been held up by managers reluctance to see the world as it is. Where complexity exists, managers have always created models and mechanisms that wish it away. It is much easier to make decisions with fewer variables and a straightforward understanding of cause-and-effect. Here, the shareholder value philosophy, which determines so much of how our corporations operate these days, is the perfect example. Placing a rigid priority on maximizing shareholder returns makes things clear for decision-makers and relieves them of considering difficult tradeoffs. Of course we know that constantly dialing down expenses and investments to boost short-term margins inevitably damages the long-term health of the company. It takes a complexity approach to keep competing values and priorities and the effects of decisions on all of them in view – and not just for management, but equally for investors, analysts, and regulators.
In the short term, a reductionist mindset is most useful for winnowing away externalities so that you can show that what YOU did had real results in the real world, thus justifying your value to the accountability chain and the shareholders.
via Why Managers Havent Embraced Complexity – Richard Straub – Harvard Business Review.