Surely the right way forward in Northern Ireland is to move past police enquiries and public enquiries? Instead we need to create the space where the real truth can surface, where peoples’ stories of hurt and anguish from all sides can be heard and acknowledged. Where we can see the players for what they were, and see what they are now?
Are you good enough to lead? Is there a problem in your organisation? Are you a senior person in that organisation? Have you been there any length of time? If the answers are yes then there you are part of the problem.
what happens when your organisation is so evidently getting it wrong that people are suffering, that their work is becoming meaningless? What do you do then? Can you continue to ask for this loyalty? Should you?
Here, in the video and transcript) below, John Atkinson in conversation with Stacey Hale at Design4Emergence, discusses Complexity in Systems. Answering questions such as: Any advice on keeping work in a complex ecosystem within manageable boundaries? True or false: “There are no best practices.” How do you put people at ease in a world obsessed with big data? You’re not saying to abandon strategy? Are you talking about designing an attractor? What do you say to a brand new consultant who wants to apply the Big Five of living systems to an organizational problem to create change? How much does it matter that people know that you’re pulling from the principles of biological systems to design organizational change?
The challenges that require you to work together are complex. You don’t ‘deliver’ a change in global quality standards and you don’t ‘deliver’ a healthier or wealthier population. Lots of people will need to change what they do if you are to succeed. Some are already way ahead of you. You will need to connect all this up, nurture some stuff and weed out things that aren’t helping. You will need to help people see how what they’re doing contributes towards something meaningful. You will have to constantly improve people’s experiences. Does that sound like deliver?
Travelling through northernmost Norway I am caught by the nature of scale. The grand and the delicate. The power and the finesse. In my awareness it becomes alive within me.
Every time we change our business or political structures, we provoke questions about our identity. Who really are we? What matters to us? How must we now connect? Here John Atkinson explores issues of identity and relationships in the light of the U.K. Brexit vote and the US 4th of July celebrations.
Whenever you try to reduce a complex dilemma to a binary issue you are wrong. The ‘Leave’ or ‘Remain’ question asked of the British people this week was therefore always incomplete. Politics in its most visible and visceral form tries to resolve issues in this way. The Brexit vote in the UK has brought to the fore tough questions of identity, relationships and information. These are Myron Roger’s dynamics of organising. He reminds us that it is by addressing issues at this level that meaning is made, trust is rebuilt and we take appropriate action. Only then will good policy, structures and protocols be formed. (By John Atkinson)
‘Take back control!’ was the slogan for the UK’s leave campaign. A palpable desire to have control over our own affairs throughout the campaigning and the vote to leave the EU. Yet the immediate aftermath of the vote is a brutal and sharp reminder that control is illusory. The harder you grasp for it the more slippery it becomes. Control does not reside in the structures we create or in winning a referendum. (By John Atkinson)
By John Atkinson. To vote Leave is not a choice to return to greatness but a confirmation of decline. It is to deny that we are intimately connected to Europe, and to pretend that we are in some way special, unique and different. God is not an Englishman and nor was St George.
By John Atkinson. If we genuinely believe the world to be a complex place, we need to consciously embrace that complexity, not suppress it. Once we do this, we realise we cannot resolve our activity into standardised processes without forever generating unintended consequences to our actions. Recognising the world we live in as a complex environment doesn’t allow us to control it
From John Atkinson. I get repeatedly asked about the difference between working with the ecosystem (or human system) and working with formal organisations. For me this is largely a perceptual difference and yet perception is a critical and deeply influential thing.
From John Atkinson. Cause and effect analysis is quite hard. The connection between our actions and their impact can sometimes be quite obscure. Events will be explained away according to the version of history that is prevalent in the organisation, the stories we always tell. Each organisation has these and they are more than familiar, peopled with heroes who saved us and fools whose decisions nearly wrecked us.
For me, as a systems thinker, I see group function as equivalent to a collective mind, the connections and relationships between people and their environment coming together to create a unique collective consciousness that makes sense of the each situation and from it derive appropriate actions. If you cannot reproduce these connections in a single brain, can you recreate them across a community?