I experience a number of reactions when I talk to groups of managers about what I take to be some of the more radical insights from the complexity sciences, based on the work of the Complexity and Management Group, University of Hertfordshire. For some in the groups of managers I am working with, the analogies that I draw from the sciences of uncertainty pose a direct threat to the paradigm of predictability and control that they have accepted and are trying to practice. What I am saying can then cause severe irritation, sometimes anger, and there may be an attempt to trivialise what I am saying. This trivialisation may take the form of argument that if what I am claiming is true this would mean that anything goes in organisations, that management is not needed, or that we should just sit back and ‘let things emerge’. If the future is uncertain, then what’s the point of planning anything?
At the very least, what I draw from this is that there must be something in my exposition that they recognise, and which they find negating. Their anger or sense of having been provoked, is a way of re-establishing their particular relation to themselves and their place in the world which has been called into question. It also calls into question power relationships, which I will discuss further below.
Some others may have something akin to a conversion experience arguing that radical insights from the complexity sciences are the new truth, which must be ‘embraced’. Embracing the new truth will for some imply ‘mainstreaming’ it, which is a way of claiming that it should become the newly dominant way of talking about and framing the world. This then leads to proposals for creating tools or techniques for ‘introducing emergence’ into organisations, for modelling complexity, and for identifying and ‘seizing tipping points’. In these sorts of proposals, emergence is usually equated with something good, and ‘embracing complexity’ is a kind of shorthand for encouraging staff to be creative or innovative, where innovation again is code for ‘positive change’ or change that we think we want.
Enthusiasts for complexity can quickly fall back into the paradigm of predictability and control, where the body of ideas is understood as a way of behaving or understanding the world that is more likely to bring us what we think we know in advance will be good. Alternatively there may be disappointment that when they bring this new ‘truth’ to bear on work situations or with colleagues, somehow and inevitably the status quo reasserts itself. They may feel disappointment that this particular radically contingent way of understanding the world has encountered no traction and little recognition. In turn this may lead to questioning whether this perspective is in any way helpful or practical. Continue reading