A633.5.3.RB_McNerneyLeighAnn

Before watching the video Who Needs Leaders I was a little confused when trying to imagine how the game would be able to provide a good example of how to complete a complex task; however the video only solidified the concept for me. I was able to visualize the complexity of the situation in that there were all these random employees standing together in a group. They were then each given the task of choosing two people as their reference points and then they had to adjust their position so that they were of equal distance of their two reference points. When the employees laughed I kind of laughed too because I thought to myself “how are they supposed to manage this?” After understanding their individual objective and hearing the few simple rules to play the game they were then able to start playing the game.

The employees began to move adjusting to each other’s movements through continuous feedback of recognizing where they were and where they needed to go next. The employees would adjust their position and then readjust. This process continued until everyone was able to successfully place themselves of equal balance to both of their reference points. At the end of the game the chaotic task became quite simple in that they were able to accomplish it in just under 2 minutes. The thoughts of the task being impossible now seem almost silly once they worked together to self-manage and self-organize in order to complete the complex task. When the Man explaining the game then asked the group if someone was put in charge of them would they have been able to complete the same task they again laughed. They laughed because it would be a much more difficult game if one person was trying to lead them because they would be leading them blindly. It is apparent that it is not always good to have someone in charge of every task, there comes a point in time when a leader needs to let go and let others take the lead.

In chapter 6 and 7 of Complex Adaptive Leadership we learned the 8 principles concluded in order to make the ability to complete a highly complex task are as follows:

1.      Clear, explicit and individual objectives

2.      Underlying, implicit and unifying common purpose

3.      Boundaries enclosing the action

4.      Discretion and freedom to act

5.      A few simple rules of the organization

6.      Skill/will of the individual people

7.      Continuous and unambiguous feedback

8.      Ambiguity, randomness far from equilibrium

If an individual has these 8 simple principles present they are able to conquer highly complex tasks.

Each principle works inter-related and supports each other throughout the process and is of equal importance when applying to the overall objective. One needs to understand the objective clearly and know what exactly they are trying to achieve because in doing so they will engage and put forth more effort in doing so. At the beginning of the task assignment its also important to understand a few simple rules so that when going through the process you are able to successfully fulfill the obligations freely while also given you the ability to make decisions independently to adjust to and complete the job. Also having a clear boundary of knowing whom you can ask for help and where you can become resourceful and seek additional information is important. Throughout the process keeping open-ended feedback is a must in order to readjust to internal and external factors. Sensing the changes allows one to respond and readjust in order to keep from becoming stuck. Providing all involved with adequate training and resources provides them with the necessary skills to accomplish the job as well as empowering them and motivating them throughout to continue and fulfill their duties is important. Once the process has begun and employees are on their way to resolving the issues at hand its extremely imperative that they are given the freedom needed to take action and the initiative when needed in order to foster creativity. People do not want to ask permission they want the freedom to make the decisions when necessary and as long as they have internalized the underlying purpose, they will do this effectively. The underlying purpose is a unified understanding of what is needed throughout all involved because they can then decide as a group of how to get there. Keeping the environment and the task with a certain degree of uncertainty allows the chaos to develop into a simple task. Chaos is needed for each individual to recognize a good way of accomplishing the overall objective and then as a group they can each provide a different perspective in a resolving the issue collectively.

Looking back it is easy for me to see why this game is a great example of turning a highly complex situation in a simple task. I can now apply this same concept to everything in my life that is complex. For example becoming a mom is a highly complex situation. You bring a child into the world with absolute no direction in how to raise them; however if I apply the 8 principles it’s quite obvious.

Clear objective: raise a child that can make good decisions, well mannered, ambitious, takes the initiative, creative, kind, loving etc.

A few simple rules: Protect them to the best of your ability, give them the freedom to make their own decisions, provide them with adequate nutrition and food, and teach the values and morals

Continuous feedback: Adjust to their needs as they grow and ask them questions and ask yourself questions keeping a good channel of communication from the bottoms-up

Discretion and freedom of action: Allow them to live their lives making mistakes and learning from them as they grow

Skill/will of participants: Provide with good education, life lessons and empower them. Keep them motivated to learn and go beyond what they think they can

Underlying purpose: The reason for existence as far as I am concerned is to be the best mother I can be so understanding this will allow the flexibility to do so even in tough situations

Clear boundary: Understanding the relationship between mother and daughter and remaining true to these roles

A tolerance of uncertainty and ambiguity: Allowing the path to unfold versus forcing it will keep the situation chaotic and uncertain; however learning to adapt to each circumstances presented over time will allow the objective of raising this well-rounded child to grow up and become a successful adult one day

This was a great lesson to learn and I am very happy there was a video to help me better understand the task visually.

Obolensky, N. (2010). Complex adaptive leadership. (1st edition.). London, UK: Gower/Ashgate

http://www.youtube.com/watch?v=41QKeKQ2O3E

A633.4.3.RB_McNerneyLeighAnn

I believe the need for a shift in leadership from an oligarchy to polyarchy style of leadership is occurring because people are tired of the runaround and investing time and money into something that will eventually fail because of poor decision making. Employees recognize that their upper management does not have a clue, and they know how to capitalize on this ignorance by also pretending not know as well; thus causing many avoidable challenges. If lower level employees do not feel as though they are relevant enough to be called upon when issues surface inside the company then at the end of the day they will not respond as they should, which can eventually lead the company into a collapse. It’s apparent this could be a way for the ‘irrelevant employees’ the opportunity to say “I told you so” and move forward with their expertise knowledge. However, this approach is just as wrong as the upper management ignoring their skills. I learned as a kid growing up ‘two wrongs don’t make a right ‘and this is a great example of why they don’t.

It is quite evident in many organizations that the employees serving in the trenches and on the front lines will typically be more aware of the problems the company is facing, and they usually know from their personal experiences how to fix these problems; however many times their leadership is not calling upon them to discuss the issues at hand. Instead they are researching data from the past trying to connect the patters, but what they fail to understand is technology and approaches have adapted so there isn’t always going to be a pattern that can be identified with the current situations. This charade of a game played between lower and upper level employees of “I don’t know, but you should know” and “I know everything, but secretly I really don’t have a clue” is why companies have become trapped and eventually face closure. Luckily, for the companies paying attention to the poor management approaches they are now able to recognize why these companies are failing and what they can do to prevent from becoming another statistic.

In order to move towards a more polyarchy organization a leader will need to demonstrate this type of behavior because “behavior breeds behavior” according to Obolensky (2010) because from this others will follow suit. Be the example of what you want your employees to do. If I have learned anything from the Leadership program as well as becoming a mother, is that the way you act, react, think, decide, speak, etc is exactly how your children and employees will respond and mimic your behaviors. It is important to be a good example first and foremost because without you showing true leadership skills prior to getting the job will enable you as well as the employees to build a solid foundation for the company to withstand future obstacles ahead.

In my discussion post this week I made the following statement “A good way to start to break the charade is to be the example and make yourself one with the team. If you truly want to succeed drop the titles, not forever, but when working together work as equals. Understandably the hierarchy system will remain nonetheless; a good leader can make their presence known for their qualities not their title. Asking questions to lower level employees is a good way to get to know what they need form you, and it also builds a solid foundation for a trusting relationship to form. Open communication is just one of the many ways a leader can bridge the gap between what they don’t know and what the other employees do know, and once the bridge is built communication will flow up and down creating a polyarchy environment. Another way is to restructure the organization removing older ways of thought and replacing with the new way to lead, the polyarchy way. Putting a leader in charge who can value their employee’s needs and suggestions for change and then making those changes”. These are great ways for a leader to take the initiative to start the process of adapting to a polyarchy approach. Leaders need to empower employees to understand every aspect of their job and the purpose of the company and encourage them to invest within the company’s mission. In doing that the employees will empower their leaders to do the same and this interaction will develop better relationships built on trust and give everyone a better understanding.

In Organization Theory and Design Richard Daft speaks about the importance of empowerment. He states “empowerment is power sharing, the delegation of power or authority to subordinates in an organization. Increasing employee power heightens the motivation for task accomplishment because people improve their own effectiveness, choosing how to do a task and using their creativity” (Daft, 2010). He further goes into three elements that enable this and they are information, knowledge and power. As stated within Obolensky as well as Daft employees need to be an active participant in all processes of the organization because as it is apparent employees are the root from which the company can grow so why not treat them this way?

In my organization we operate from a traditional oligarchy leadership approach, however within my department I work for what I describe as the personification of what a good leader is. My director is supportive, intuitive, intelligent, and receptive, empowers, and has a heart and all the other Yin qualities define by Obolensky in Complex Adaptive leadership (Pg 8). He is the reason I come to work and feel like I am needed, and it’s because he makes sure to recognize all of us as equals and important elements that make up our team.

We are a small team that can accomplish larger than life tasks simply because he is able to empower us and provide us with the key resources we need. He never drops the Director card nor does he ever feel a task is below him. If I need his help calling students back because I am too far behind he will drop all the calls from my voicemail and do whatever he can to help me, help them. He never pushes paper work to us he will always take the lead and make sure he can prevent any unnecessary stresses on an already stressed group. His abilities to operate his department in an polyarchy structured way while we are a part of a polyarchy organization is why I believe he was able to be promoted to his current title. He asks questions and if he doesn’t know he will find out. His door is always opened and our individual input is always wanted. The communication within our department flows up and down and there is always a collective decision made in changing of any processes or procedures. If we make mistakes he only asks us to learn from them and move forward and he is always there for us day or night. This is why I come to work every day and give my blood sweat and tears, and this is exactly the type of leader I hope to one day become.

Obolensky, N. (2010). Complex adaptive leadership. (1st edition.). London, UK: Gower/Ashgate

Daft, R. (2009). Organization theory and design.

(10^th edition.). Mason, OH: South-Western Cengage Learning

.

A633.2.3.RB_McNerneyLeighAnn

The butterfly effect was an accidental discovery by a man named Lorenzo when he was studying weather patterns. What he found was that “a very small change within a complex system can produce a very large difference to what would have otherwise happened” (Obolensky, 2010).  Complexity can also be compared to a work environment. There are many individuals working within departments all within an organization and from an outsiders point of view it all looks chaotic; however if you detail in one can see it’s a steady flow of individuals working together to accomplish the tasks of being successful in what they do. What Lorenzo discovered is that within this chaotic unpredictable environment they all have one similarity and that is they are all attracted to one point and that in making smalls changes they yielded large results while remaining attracted to the same point. Comparing this to a business yields similar results.

Recently my Director informed me that he was going to hire an additional counselor to split my region as the enrollments and numbers had exploded causing me to be unable to maintain my workload efficiently. Luckily for me, I have a very supportive team whom took the initiative to jump in when I was sinking and help me maintain the chaos. Finding out I was finally going to have the help I have needed made me beyond relieved. Interviews were conducted and the job was offered and accepted. The new counselor will be starting in three weeks and I am already looking forward to all of the benefits of having an extra person. I will have more time to focus on my students and accomplishing their tasks. I will have more time to focus on important tasks rather than just focusing on the urgent ones which in return will reduce some of the stressors I have been experiencing. I will have more time to be proactive within my position. For example will be able to work reports which will make my processes more streamlined and help to decrease possible challenges that I typically would have never had the time for . With the new hire joining our team I am also looking forward to developing a relationship with them as we will be working hand-in-hand. It is important for us to learn from one another and develop new processes that may be even better then what I was doing prior.

Another small change that our department experienced that yielded an impact on our productivity was the constant moving of our office space. We work in cubicles and we are a rather small team when compared to some of the other departments so this can be a benefit as well as a downfall in that we can often be overlooked. When I started working at ERAU our team was working in what we called a suite. We were all in cubicles but in a room with a door that shut so we had privacy that others dreamed of. Shortly after coming on board with Financial Aid we were advised we were moving out into the open space to allow us to be able to work with other departments. No one in our department was happy about the move because we knew our responsibilities required us to communicate with our other team members in a way none of the other departments did. In Financial Aid we are consistently running into new situations which require us to bounce ideas off one another and speak openly about them, so that collectively we can solve the issue. This type of team mentality and operating was not preferred and shortly after moving we were always being told we were too loud. This change of atmosphere disrupted our efficiency and caused negative reactions. Recently we were asked to move again, but this time we were put in a corner which gave us a little more privacy.

Since the newest move our efficiency has returned to normal and we no longer feel as though we are walking on needles. Although these moves are considered small changes they played a very large role in our overall productivity; in my opinion. Working environments can be considered a stressor so adding to this stressor can have aversive reactions and affect the overall good of the organization. Luckily, we are a strong team center group and we were able to move forward. Going forward I can recognize that every action I take will cause another reaction so it’s important to consider all the alternatives and think in long term before jumping to a decision.