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Lessons from: Chaos Theory and the Complexity Sciences

Lessons from: Chaos Theory and the Complexity Sciences. J. Gwen Kennedy, Ph.D. ASTD luncheon November 12, 2008. Must go faster…. Life: much faster pace www; new technologies globalization increased diversity in our workforce and customers

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Lessons from: Chaos Theory and the Complexity Sciences

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  1. Lessons from: Chaos Theory and the Complexity Sciences J. Gwen Kennedy, Ph.D. ASTD luncheon November 12, 2008

  2. Must go faster… Life: • much faster pace • www; new technologies • globalization • increased diversity in our workforce and customers • Clients demand faster, lower cost, better quality

  3. The First World View… • Language of: • Either/or • Beginnings and endings • Right or wrong • Control • Predictability Linear View

  4. A Second World View… • Language of: • Boundaries • Pieces and Parts • Comparisons • Movement Systems View

  5. A Third World View… • Language of: • Interconnectedness • Non-linearity • Dynamic • Unpredictability • Emergence • Self-organizing Complex Adaptive Systems

  6. Patterns of Behaviors in Human Systems Low Random Chaotic Self-Organizing Complex Agreement Rational Simple High Predictability of Outcome High Low Adapted from Ralph Stacey’s Agreement and Certainty Matrix found in Edgeware: Insights from Complexity Science for Health Care Leaders, pp. 136-143. J. Gwen Kennedy, Ph.D.- Finding Work/Life Balance in Chaotic Times

  7. C D E Eoyang’s CDE Model C = Container D = Differences E = Exchanges The container is the boundary that define what is “in” and what is “out”, i.e. the shared goal, collective consciousness, the common ground, “the box”. Differences determine the primary patterns of behavior that emerge within the system. While there are many differences, focus on which difference makes a difference - either positive or negative. Exchanges of information, energy and resources across differences. Focus on what exchanges transform the system - change the direction, speed, or effectiveness of the system. J. Gwen Kennedy, Ph.D. (c) 2003 Kennedy & Associates (907) 337-4562 www.gkennedy.com

  8. Zimmerman’s STAR Model

  9. Self-Organizing Exercise • Craig Reynolds’s BOIDS. The basic flocking model uses three simple steering behaviors based on: • Separation • Alignment • Cohesion • Without verbally or non-verbally communicating, identify two other participants. Stay equal distant from your two people. Be safe, do not collide with or run into anyone. And if possible move in the same general direction as a group.

  10. Simple Rules • Simple rules guide complex systems. • In human systems simple rules are the core values in action.

  11. Simple Rules cont. • You can discover your rules in your story of critical decisions – the cross-roads – the decision that has shaped your path.

  12. Your Own Simple Rules • Think of a situation where you had to make a critical decision. • What was the situation? • What made it difficult? • What did you consider? • What did you decide? • How has it made a difference? • Share your story with one other. • What did s/he hear?

  13. Personal Simple Rules • Always go for the learning experience • There will always be enough money • Respect and value others • Seek serendipity and synchronicity

  14. Positive Deviance • Positive Deviance (PD) is an approach to personal, organizational and cultural change based on the idea that every community or group of people performing a similar function has certain individuals (the "Positive Deviants") whose special attitudes, practices/ strategies/ behaviors enable them to function more effectively than others with the exact same resources and conditions. • Same resources; different behaviors • Reinforcing desired behaviors • Learning through discovery within the community • E.g. Jerry and Monique Sternin’s work with child nutrition in Vietnam

  15. Resources • Olson, E. and Eoyang, G. (2001). Facilitating organization change: Lessons from complexity science. San Francisco: Jossey-Bass/Pfeiffer • Eoyang, Glenda (2003). Voices from the field: An introduction to human systems dynamics. Circle Pines, MN: Human Systems Dynamics Institute • Zimmerman, B., Lindberg, C. & Plsek, P. (2001). Edgeware: Insights from complexity science for health care leaders. Irving , TX : VHA, Inc. • www.gkennedy.com • http://www.hsdinstitute.org/ • www.plexusinstitute.org.

  16. J. Gwen Kennedy, Ph.D. Kennedy & Associates • Facilitating staff and organizational development • (907) 337-4562 (phone) • Website: www.gkennedy.com • E-mail: gkennedy@alaska.com

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