Organizations are complex. Often they consist of multiple complex interacting complex systems. They consist of people, procedures and programming.
If a leader is not equipped with multiple problem solving processes then complex systems can be difficult to understand and manage.
Preconceived views filter what we see and do to get results. Oversimplified views cloud rather than clear the useful action. Complex systems require leaders and followers to navigate through phases of order and disorder (chaos).
If a leader, teacher, or manager is not trained to reduce complexity into simplicity then the lack of any ability to navigate the messy muddy reality of complex systems has a payoff of frustration and failure.
This same pattern repeats for followers, learners, and performers (workers).
Thus, big systems repeat the pattern of little systems. And, little systems repeat the pattern of big systems.
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Do you agree or disagree?
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An interesting aspect of this chapter is when it tells us to make certain that we have an accurate picture of what is happening before we act.
Also, it states that there is usually an organizational breakdown prior to human error.
It's very interesting to note the many issues in our schools and how they relate to the two statements above.
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