Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
In essence, complexity theory is about the interaction dynamics amongst multiple, networked agents, and how emergent events – such as creativity, learning, or adaptability – arise from these interactions. Some say that and I quote:
"complexity leadership theory shifting leadership from the industrial age to the knowledge era"
What do you think about this? Is this really a new theory or an adaptation of existing theories to organizational complexity? Saving Changes...
Models such as Cynefin and frameworks such as Theory of Constraints are applicable to complex adaptive systems of all types but I believe this is still an emergent area of research.
Perhaps Taleb's work on anti-fragility will provide new directions and approaches?
Kiron Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dear Alexandre
Interesting your question
Thanks for sharing
I didn't read anything about: "Complexity Leadership Theory"
Do what successful leaders do:
- Define the direction (vision, customers, future)
- Reveal personal character (habits, integrity, confidence, analytical thinking)
- Mobilize individual dedication (involve others, share power)
- Generate organizational capacity (form teams, manage change)
results in that context?
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2 replies by Alexandre Costa and Luis Branco
Feb 23, 2020 12:55 PM
Alexandre Costa
...
Dear Luis,
- Complexity leadership theory focuses on the whole system and rejects linear causality
- Complexity leadership model relies on social interactions
- In complexity leadership any agent involved can influence dynamics which enable innovation
- Implementing complexity leadership in organizations: Event-level activities produce innovation
- Evidence behind complexity leadership theory: Innovation, change, adaption, team performance
One of the major strengths of complexity leadership is that it helps enable understanding of how organizations respond to organizational change.
- Complexity leadership theory (CLT) focuses on emergent processes within complex systems
- Leadership needs to operate at all levels in a process-oriented, contextual, and interactive fashion
- Complexity leadership theory emphasizes social interactions within a network
- It is important that senior executives enable rather than dictate the processes that enable organizational change
- Complexity leadership behaviors improve team performance, increase the ability of the organisation to adapt and innovate, and promote quality outcomes.
But as it is in begining we have always to be prudent and
More rigorous research is needed to test the propositions contained within complexity leadership theory, however there is a study of applyed Complexity Leadership in spotify :
Dear Alexandre
Thanks for the comment and sharing the link (which I will read very carefully)
I like the solution found on Spotify
Saving Changes...
Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
Kiron,
Thank you for sharing your thoughts. Taleb's work is very interesting, in my point of view is still in a philosophical domain, is a fact that he addresses several issues related with change, volatility, organization etc. but in disconnected way, I am tempted to consider the work an essay of several thougths that in my case raised more doubts about the complexities of the systems. I am sure of one thing I am resilient but not anti-fragile.
Alexandre
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1 reply by Kiron Bondale
Feb 23, 2020 1:41 PM
Kiron Bondale
...
I'd agree that a lot of what Taleb writes in that book and in others is theoretical, but the one concept from Anti-Fragile which does resonate well with me is the concept of increased optionality. This aligns well with the lean principle of holding out on making a decision till the last responsible moment. This is a usable strategy which can be employed when dealing with any type of complex adaptive system.
Kiron
Saving Changes...
Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
Feb 23, 2020 12:34 PM
Replying to Luis Branco
...
Dear Alexandre
Interesting your question
Thanks for sharing
I didn't read anything about: "Complexity Leadership Theory"
Do what successful leaders do:
- Define the direction (vision, customers, future)
- Reveal personal character (habits, integrity, confidence, analytical thinking)
- Mobilize individual dedication (involve others, share power)
- Generate organizational capacity (form teams, manage change)
results in that context?
Dear Luis,
- Complexity leadership theory focuses on the whole system and rejects linear causality
- Complexity leadership model relies on social interactions
- In complexity leadership any agent involved can influence dynamics which enable innovation
- Implementing complexity leadership in organizations: Event-level activities produce innovation
- Evidence behind complexity leadership theory: Innovation, change, adaption, team performance
One of the major strengths of complexity leadership is that it helps enable understanding of how organizations respond to organizational change.
- Complexity leadership theory (CLT) focuses on emergent processes within complex systems
- Leadership needs to operate at all levels in a process-oriented, contextual, and interactive fashion
- Complexity leadership theory emphasizes social interactions within a network
- It is important that senior executives enable rather than dictate the processes that enable organizational change
- Complexity leadership behaviors improve team performance, increase the ability of the organisation to adapt and innovate, and promote quality outcomes.
But as it is in begining we have always to be prudent and
More rigorous research is needed to test the propositions contained within complexity leadership theory, however there is a study of applyed Complexity Leadership in spotify :
Thank you for sharing your thoughts. Taleb's work is very interesting, in my point of view is still in a philosophical domain, is a fact that he addresses several issues related with change, volatility, organization etc. but in disconnected way, I am tempted to consider the work an essay of several thougths that in my case raised more doubts about the complexities of the systems. I am sure of one thing I am resilient but not anti-fragile.
Alexandre
I'd agree that a lot of what Taleb writes in that book and in others is theoretical, but the one concept from Anti-Fragile which does resonate well with me is the concept of increased optionality. This aligns well with the lean principle of holding out on making a decision till the last responsible moment. This is a usable strategy which can be employed when dealing with any type of complex adaptive system.
Kiron Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Feb 23, 2020 12:34 PM
Replying to Luis Branco
...
Dear Alexandre
Interesting your question
Thanks for sharing
I didn't read anything about: "Complexity Leadership Theory"
Do what successful leaders do:
- Define the direction (vision, customers, future)
- Reveal personal character (habits, integrity, confidence, analytical thinking)
- Mobilize individual dedication (involve others, share power)
- Generate organizational capacity (form teams, manage change)
results in that context?
Dear Alexandre
Thanks for the comment and sharing the link (which I will read very carefully)
I like the solution found on Spotify Saving Changes...
I'm not at all knowledgeable about Agile or adaptive project management approaches, but it seems "we" are making PM way too complicated. It is NOT a science onto itself, although many are trying really hard to make it as such. I just completed a Leading Complex Projects course, and at the end of the day, for me anyways, it can be distilled down to common sense. Are there best practices - yes, most definitely. Are formal processes useful, yes - in certain circumstances. If after 30 plus years, of "formal" PM practices, there haven't been significant improvements made in the number of "successful" projects, one then must ask themselves, what are we really doing?
...
1 reply by Alexandre Costa
Feb 24, 2020 9:08 AM
Alexandre Costa
...
Steve,
Thank you for sharing your opinion.
For me PMI and PMBOK guide is not a religion, so every-time new currents of thought arise I like to analyze and understand them, it is part of my DNA. I do not expect PMI constantly update PMBOK to adopt best practices that may arise, eventually that is not your thinking and it is your right to disagree.
I like to discuss this new trends with the community they are product of the evolution and from the constant change of the world today.
Alexandre
Saving Changes...
Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
Feb 24, 2020 8:33 AM
Replying to Steve Ratkaj
...
I'm not at all knowledgeable about Agile or adaptive project management approaches, but it seems "we" are making PM way too complicated. It is NOT a science onto itself, although many are trying really hard to make it as such. I just completed a Leading Complex Projects course, and at the end of the day, for me anyways, it can be distilled down to common sense. Are there best practices - yes, most definitely. Are formal processes useful, yes - in certain circumstances. If after 30 plus years, of "formal" PM practices, there haven't been significant improvements made in the number of "successful" projects, one then must ask themselves, what are we really doing?
Steve,
Thank you for sharing your opinion.
For me PMI and PMBOK guide is not a religion, so every-time new currents of thought arise I like to analyze and understand them, it is part of my DNA. I do not expect PMI constantly update PMBOK to adopt best practices that may arise, eventually that is not your thinking and it is your right to disagree.
I like to discuss this new trends with the community they are product of the evolution and from the constant change of the world today.
Please don't get me wrong. I encourage debate and discovery. That is why I'm here. Listening and learning. I probably spend too much of my day reading and digging into all things PM related. I hope you realize that in no way was my comment directed at you personally. I just feel as I stated that "we" are taking things way too seriously when I read some of these articles, papers, blogs, etc. PM had been around as long as humans have been building things. There is nothing new under the sun, only that which we "rediscover". Saving Changes...
Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
Steve,
Never cross my mind that you were attacking my personality. You can disagree at your will. Probably the difference is that I am not just focused in PM but also in other disciplines , and other methodologies of project management , one of the reasons is my curiosity, and the other is the fact that I work in a Japanese company where management is very different from the PMBOK. Last I give a lot of importance to the cultural differences, something that has great influence in my point of view in management.
