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Complexity, a conversation with Brenda Zimmerman Interview by Tamarack Learning
Centre , 2005 Complexity science is not a single theory. It is the study of complex adaptive
systems - the patterns of relationships within them, how they are sustained, how they selforganize and how outcomes emerge. Within the science there are many theories and concepts.
The science encompasses more than one theoretical framework. Complexity science is highly
interdisciplinary including biologists, anthropologists, economists, sociologists, management
theorists and many others in a quest to answer some fundamental questions about living,
adaptable, changeable systems." What is complexity science? Current management thinking - the
way of understanding organizations - largely assumes that a well functioning organization is akin
to a well oiled machine. This leads to the notion that performance is optimized when work is
specified in detail and shared out to distinct operational units. "Organization as machine" is the
implicit metaphor used to describe organizations and the way we work. Many of the theories
about management and change believe that considering parts in isolation, specifying changes in
detail, battling resistance to change, and reducing variation will lead to better performance. In
contrast, complexity science, because it's built on a living organism metaphor, studies complex
adaptive systems, with all of their inherent messiness, unpredictability and emergence.
Complexity suggests that relationships between parts are more important than the parts
themselves. This leads to assumptions such as: Neither the system nor its external environment
are, or ever will be, constant - emergence and natural creativity are the norm. Equilibrium is
actually an unhealthy state. Individuals within a system are independent and creative decision
makers and highly interdependent. Uncertainty and paradox are inherent within the system
Problems that cannot be solved like a machine can solve something, but they can nevertheless be
“moved forward” if you understand the patterns that are creating them. Effective solutions can
emerge from minimum specifications or simple rules rather than over-specification. Small
changes can have big effects (nonlinearity). Behaviour exhibits patterns (that can be termed
“attractors”) Change is more easily adopted when it taps into attractor patterns Traditional and
complexity management ideas When Brenda met with the learning community in Montreal, she
used an analogy to make the distinction between traditional and complexity management ideas,
arguing that the traditional addresses the simple and complicated but rarely the complex. Simple
was like following a recipe and complicated was like flying to moon. In both of these cases we
are dealing with knowable processes, even if they are unknown at the moment. We should be
able to figure it out a priori. But we then said complex was more like raising a child - and good
luck to you if you think that endeavour can be scripted ahead of time! It is a great way to help
people understand that you can still move things forward and act as a parent even when the
future is inherently unknowable, the situation changes constantly, and the relationship between
you and your child is more important than any specific parenting intervention or plan you may
espouse. In our work in organizations, and perhaps especially when talking about the
dissemination of great ideas/programs, we face the simple (known), the complicated (the
potentially unknown, but knowable) and the complex (the unknowable). Understanding this is
crucial to designing interventions and approaches that will work to match the context. This is
helpful to practitioners because it allows you to be able to discern the difference between the
complex and the simple parts of the work while recognizing that there are some parts of your
work that are unknowable because they have emerging characteristics. Complex adaptive
systems Complex adaptive systems are everywhere - they are eco-systems, the stock market,
organizations, our bodies, etc. - and they are recognizable by their interdependent attributes.
Consider a spider-web: INCLUDEPICTURE
"http://tamarackcommunity.ca/SSI/SSI_images/spiderweb.jpg" \* MERGEFORMATINET
Not Predictable in Detail - Complex adaptive systems are not predictable in detail. The
machine metaphor pushes us to predictability, but complexity tells us this is not so. Order
without Central Control - you don't need a hierarchy where the top of the organization drives
things down. (e.g. Machine metaphor would see the CPU in a computer drive or control all other
pieces.) Natural Emergence - you can't explain the outcome from the part that created it. The
outcomes are different from the sum of their parts. Simple Rules - a few key patterns of
interaction can repeat over and over again to create patterns we see within systems. Embedded
Systems - we are never outside the system, we are always influencing systems and being
influenced by them . Co-evolution - as you change your environment changes and so you are coevolving with your environment. When we know we’re working with these attributes we can be
much more mindful of patterns emerging. "Believing is seeing." Because we believe things are
machine-like, in terms of organizations, we've looked for machine-like attributes and so have
begun to believe the metaphor as true. But if we look at organizations as adaptive systems we
begin to see iterative loops between actions and reflections, we can see the embeddedness of
systems, etc. and recognize that we can not drive or control change. As the same time as we give
up the sense of control, we have to be extra attentive to the patterns that emerge and determine
how best to work with it. That's an interesting paradox in complexity - there is a lightness, but
there is a tight loop between thought and action. Connected organizational and leadership
principles Brenda's study of the science of complex adaptive systems and her work with leaders
in health care and other organizations has led Brenda, along with Curt Lindberg and Paul Plsek,
to propose some principles of management that are consistent with an understanding of
organizations as Complex Adaptive Systems. There is nothing sacred or permanent about this list
but these principles do begin to give us a new way of thinking about and approaching our roles
as leaders in organizations. View your system through the lens of complexity - The basic
problem with the organization as machine metaphor when applied to a complex adaptive system
is that it ignores the individuality of agents and the effects of interaction among agents. Or
worse, they simply assume that all this can be tightly controlled through better (read: more)
specification. When we view our system through the lens of complexity, we take on a new
metaphor – that of a Complex Adaptive System – and, therefore, are using a different model to
determine what makes sense for leaders to do. Build a good-enough vision - Provide minimum
specifications rather than trying to plan every little detail. Have a good enough sense of where
you want to go but don't over-specify and don't expect a detailed blueprint. When life is far from
certain, lead with clockware and swarmware in tandem Tune your place to the edge Uncover and
work with paradox and tension Go for multiple actions at the fringes, let direction arise Listen to
the shadow system Grow complex systems by chunking Mix cooperation with competition - In
healthy living systems cooperation and competition co-exist. When we consider social justice or
movements, complexity science encourages us to be aware that we need both in a creative
tension to move the agenda forward. Complexity and social innovation Complexity encourages
us to create optimism, to create energy, to recognize progress which is not necessarily visible
from the traditional management perspectives. Additionally, it encourages us to change the
inquiry – the way we ask questions, what we pay attention to and a capacity to act quickly and
engage in deep reflection. See these not as contradictions but two sides of the social innovation
story. We consider every effort at social innovation an opportunity for those involved to practice
thinking. Distinguishing the simple from the complicated, and the complicated from the
complex, is the foundation of complexity thinking. In this regard we aspire to have complexity
thinking about social innovation to do what Arendt hoped her exercises in political thought
would do, namely, "to gain experience in how to think," in this case, how to think about and
evaluate the complex dynamics of social innovation in order to learn and increase impact. An
Example Recent action on the world stage of politics offers a prime example. The Iraq Invasion
was conceived as a complicated problem with the goal of “regime change.” The American
military planned the invasion based on a “shock and awe” strategy using overwhelmingly
superior force and unprecedented speed to squash the Iraqi military. While there were some
relatively minor deviations from the original plan, on the whole the invasion unfolded as an
exercise in coordinating and directing implementation of a complicated blueprint for victory.
“Mission accomplished,” President Bush declared. Then came the challenge of securing the
peace. Whatever one may think of the Iraq invasion -- its necessity, wisdom, or legality -- it
seems clear that nation-building is a complex challenge, more akin to rearing a child than
sending a rocket to the moon (the complicated comparative frame for the blueprint invasion
plan). However, the evidence is that those in charge continued treating securing the peace,
instituting democracy, and building a new nation as a complicated rather than complex problem.
Perhaps the political environment and controversy of the invasion kept those nominally “in
charge” from being able to acknowledge their lack of control, inherent uncertainties, rapidly
changing and unstable system dynamics, and unpredictably emergent insurgencies. But failing to
think about the situation appropriately, as a complex rather than merely complicated problem,
has, we think, increased the chaos and contributed to instability and loss of life. That’s not a
political judgment. That’s a complexity judgment. Brenda hopes that we are more open to the
complexity judgments in our work as social innovators; that we become more skillful in our
thinking and discerning the differences. She also encourages us to think about predictions as only
possible in the knowable, complicated aspects of our work and not demand it of our complex,
unknowable aspects. Instead we should learn to be more prepared for what is to come by
increasing our capacity to see patterns as they emerge and work with them and begin to look for
the inherent coherence rather than the imposed consistency. Brenda Zimmerman is Professor
of Policy/Strategic Management at the Schulich School of Business at York University. She is
the author of many articles applying complexity science to organizational strategy and change,
and a co-author of the book Edgeware: Insights From Complexity Science for Health Care
Leaders. She is also co-author, with Frances Westley and Michael Quinn Patten, of the
forthcoming book Getting to Maybe: How to Change the World. Tamarack provides services
through the Learning Centre. Established in 2003, the Learning Centre is designed to create a
fluid, creative system of documenting community building activity and delivering this learning
to organizations. The centre has a threefold purpose: to broadly disseminate knowledge gathered
through research and practical experience; to help communities increase their power through
learning; and to generate knowledge about community engagement so as to advance the field.
HYPERLINK "http://tamarackcommunity.ca"
http://tamarackcommunity.ca
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