A633.5.3.RB - Reflections on Chaos

A633.5.3.RB - Reflections on Chaos

This video is a real life representation of chaos theory in action, presented by (Obolensky, 2014). This exercise supports the notion of a “self-organizing” group does have merit.  Despite some of the traditional beliefs that an organization must have leaders in order to be effective, this exercise was proof that individuals can get results without the use of traditional leadership approaches.

The participants are self-directed, within the framework of a few simple rules. The participants were free to decide their own paths. So it is in leadership, allow people to flow towards their destinations without a great deal of hindrance or constraint and solutions will manifest themselves; often more quickly than had a leader meddled with the process.

The directions were simple and clear. The followers are able to exercise a great deal of freedom within the boundaries of a few rules and having a few rules makes objective very clear. This allows followers to direct themselves towards objectives free of confusion and conflict. Many rules tend to conflict with each and the more rules are written to clarify the worse it can actually become. The old adage, "keep it simple, stupid" can be applied to chaos theory and leadership.

This example shows that we as leaders have to trust in the underlying rules of the chaos theory for it to work and for the participants to be able to produce the optimal result. The rule, of course, being that complex systems left to produce their own results will tend to produce the best result in the shortest amount of time. That is a very brief statement of the foundation of leadership and chaos theory. There are obviously other facets that must be present for any complex system to be sustained but those facets are dedicated to providing the energy or environment for that foundation to build upon.

But to be clear, there is more to the chaos theory then simply giving a few directions and stepping out. Every system needs a certain amount of constraint or framework in which to operate. Chaos theory in leadership is no different, though I believe the quality and skill of the followers determines the success of chaotic leadership far more than the leader.

Chao can be a manager’s worst nightmare or a leader’s best friend. When leaders are controlling and have to do everything or insist that they hold their employees’ hands through every single process, they are extremely inefficient and a detriment to the organization.  When leaders allow chaos to exist, they allow for a much more efficient organization.  Yes, it is riskier to allow chaos as there may be some mistakes made and minor set-backs, but the results attained from the chaos will far outweigh the small consequences.

References

Obolensky, N. (2014). Complex Adaptive Leadership. Burlington: Gower Publishing Company.