Complexity does not appear without any reason. There are signs and forces, such as attractors that can indicate and explain how complexity created. The goal of this series of posts is to explain in plain business English (well, in my English :-)) how complexity arises from very stable and order organizations. I hope that this
How many times did you see a root cause analysis that ends up with a symptom rather than the root cause? Yeah, I know that is a common and reoccurring problem. Most of the people that tasked to do root cause analysis are following the five whys (https://en.wikipedia.org/wiki/Five_whys) as a way to get to the
What are the emergent properties? Emergent properties are skillsets, competencies, behavior, or capabilities that a group of people manages to develop. Just a group of people have the highest level of emergent properties. People that compose the group might have a very limited level of those properties or they are missing those properties as individuals.
Three steps are essential to creating an organization bettered prepared to proactively respond to complexity and uncertainty rather than simply reacting to them. There are specific steppingstones you can use to improve an organization’s ability to respond to change. We will share the top three which do not need to be taken in any particular
One of the main challenges with complex problems is the sheer amount of interlinks between different elements that taking part in the problem domain. In the business world, it will be the interlinks between people, groups, management artifacts (policies, structure, roles & responsibilities, processes, incentives, etc). Those interlinks create many connections between people, teams, groups,
I already shared how we are using the level of Autonomy and Variety in companies to define the level of complexity and the current stage of a company (or group) from four available stages (order, growth, complexity, entropy). In this post, I want to show how you can use certain values of autonomy and variety
