Cautionary tales and the language of complex change
Julie Cunningham, Complexability
The presentation “Cautionary Tales and the Language of Complex Change” offered some valuable insights into the tricky world of complex adaptive systems (CAS). The speaker drove home the idea that context is everything in these systems, and what works in more structured environments might not work here.
Incorporating Thinking, Models, and Knowledge
One of the main messages was how crucial it is to bring in the correct thinking, models, and knowledge when making decisions in CAS. It’s not just about knowing your stuff—it’s about understanding the roles and relationships that shape how things work. The speaker suggested that instead of seeing roles through the individual, we should view them in the context of the role itself. Doing so helps to keep things adaptable, especially as new situations arise, much like the unpredictable journey of raising a child—no manual or straightforward path can guide you.
The speaker hinted at the Cynefin framework—a useful tool for making sense of complexity. If you’re stuck in a “Groundhog Day” loop, it might be because you’re using the wrong tools for the problem. CAS requires a different set of tools and methods, ones that help you anticipate and adjust to what’s coming.
Cautionary Tales and Cultural Sensitivity
The presentation included cautionary tales, like the story of Bill Ford and the 1970s defence sector’s attempt to buy German submarines. The takeaway? Just because something works in one culture doesn’t mean it will work in another. The German submarines’ mechatronics didn’t mesh with how Australians operated, and it would have taken three times the personnel to manage them—an issue that the defence force could have avoided with better cultural insight upfront.
Then, there was the “crane story,” which illustrates the journey from being an expert to gaining true expertise. Fresh out of university, a young engineer needed to account for the tide in his calculations, leading to a costly mistake. Instead of firing him, the CEO took him to lunch, saying this mistake was a multimillion-dollar investment in his education 😉 It’s a powerful reminder that learning from mistakes and understanding the difference between knowledge and wisdom is essential in complex settings.
Risk and Small-Scale Experimentation
Risk in CAS is seen differently than in more structured or ordered environments. The speaker emphasised the importance of taking multiple small-scale, “safe-to-try” actions. This approach allows you to learn and adapt as you go, focusing on making the “next right move.” It’s about creatively using what you have while deciding what to scale down or ramp up to get your desired results.
Monitor and Measure: The Importance of Lead Indicators
Keeping an eye on the right indicators is critical when managing complex change. The speaker shared an example from Australian wildlife monitoring, where engaging First Nations people could have revealed that the presence of cassowaries was a lead indicator of habitat health. This story highlights the importance of knowing what to monitor and recognising that lead indicators can provide crucial early warnings in complex systems.
Resilience in Complex Adaptive Systems
Resilience in CAS isn’t just about bouncing back; it’s about being prepared. The speaker discussed the importance of staying grounded in the present and focusing on what you can do now rather than getting too caught up in the future. Sure, having a direction is important, but the real focus should be adapting to what emerges.
Breaking Pattern Entrainment: Language and Behaviour
Another key point was the idea of breaking pattern entrainment—this involves changing the language and behaviour that keep people stuck in old ways of thinking. The speaker suggested a “language audit” to determine which language needs to go and what new, novel language could help shift perspectives. This approach is vital for changing connections and conditions, which can then influence mindsets.
Enough Agreement to Take Action
In complex systems, the goal isn’t always consensus—it’s about getting enough agreement to move forward. The speaker pointed out that multiple good ideas can coexist, and decision-making should be backed by data, experience, and a willingness to explore different aspects of the system. The key is to find the “next right step” and take action, even if things are uncertain.
Learning by Doing: Safe-to-Try and Building Trust
Finally, the presentation stressed the importance of learning by doing. Shifting from a “safe-to-fail” to a “safe-to-try” mindset helps build trust, allowing teams to work together on different things and build trust as a natural outcome of their collaboration. This approach to collective learning is crucial in complex systems, where practice often needs to come before theory.
To wrap it up, the presentation underscored the need for a thoughtful approach to managing complex change. Organisations can navigate change more effectively by understanding the unique challenges of complex adaptive systems, bringing in diverse perspectives, and using the right tools and methods. The cautionary tales shared were powerful reminders that learning from mistakes, being culturally aware, and staying adaptable are keys to succeeding in complex environments.
Written by Agile Change Manager Brenda Walhain
