complex adaptation

October 27, 2012

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With the Cycle of Change model we can appreciate why:

Complex adaptive systems are self-organising, learn and adapt, and develop emergent strategies to perform at the ‘edge of chaos’ (McMillan & Carlisle, 2007, p. 576).

Successful leaders according to this model operate between two states of instability: Chaos vs. Mechanistic stability. Rather than attempting to exert control, a more effective approach is to embrace flexibility.

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Chaos is:

irregular
sensitive to small changes which amplify over time
unpredictable, but with regular patterns
creating new, adaptive strategic directions
“an inseparable intertwining of order and disorder” (Stacey, 1993, p.14).

Image source: Figure 3 Transition Strategy Model (McMillan & Carlisle, 2007, p. 589).

Where does your school sit?

Our community is undergoing transition. This can feel turbulent, and emotional reactions are likely as a result of doubt, confusion and fear. Uncertainty prevails. I prefer to adopt a half-full-glass view of change.

Some changes look negative on the surface but you will soon realize that space is being created in your life for something new to emerge.

– Eckhart Tolle

This is more hopeful.

I am reminded of the failure of top-down imperatives in education which tend to stifle creativity and ossify learning cultures; as leaders, then, living the moment-to-moment flow of daily dynamics is a survival strategy of adaptive innovation. Enervation seems a likely result of this balancing act.

Resilience = gold medal standard.

Reference

McMillan, E. & Carlisle, Y. (2007). Strategy as order emerging from chaos. Long Range Planning, 40(6), 574-593. Retrieved October 27, 2012 from Science Direct: http://onesearch.library.uwa.edu.au/View Abstract

Stacey, R. Strategy as order emerging from chaos. Long Range Planning, 26(1), 10 – 17. Retrieved October 27, 2012 from Science Direct: http://onesearch.library.uwa.edu.au/