Complexity Theory: Coaching in a Complex Environment
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The presentation discusses different causality assumptions in organizational development, emphasizing the nature of future movements as either predictable or unknown. It explores efficient, rationalist, formative, and transformative causality and their implications for motivating staff and growing teams. Ultimately, it touches on the emergence of teams within a complex environment, suggesting a metaphorical viewpoint on personal and organizational constraints.
Complexity Theory: Coaching in a Complex Environment
- 1. Organizational Development in Complex Environment – Causality Assumptions Ari-Pekka Skarp www.skarpconsulting.fi/LESS2011.html
- 2. Purpose of the presentation 2 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 3. Causality Assumptions Is the movement towards the future that is known or unknown? Is there outside observer controlling the phenomenon? 3 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 4. Efficient Causality The movement Interaction of towards the the parts in a future is phenomenon stable and isn’t considered predictable to be without any significant. notion of self- organization. 4 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 5. Rationalist Causality The rational theory exists before the chosen action. As all the changes are Movement due to human towards the choice, there future is towards isn’t any a known state, notion of self- chosen by organization. rational human being. 5 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 6. “Motivating” staff with Efficient & Rationalist Causality Extrovert Feelings Introvert Carrot & stick Neurotic Shame Likes money Discipline Public recognition Challenges 6 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 7. Formative Causality The system “as a whole” is moving towards a known, pre- determined final form or The movement more mature is produced by form of itself. self-organizing interaction of the parts towards that pre-given form. 7 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 8. “Growing” teams with Formative & Rationalist Causality Setting boundaries: Job roles, trainings, company values, location, goals & roadmaps, leaders, incentive targets, metrics & measurements, purpose of the team… 8 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 9. “Growing” teams with Formative & Rationalist Causality Diversity: Different job roles, projects, competence areas, work tasks, ethnicity, education, experiences, cross-functionality… Project Mgr Product Owner Quality Eng Test Lead ScrumMaster Coach Test Eng Line Mgr UX Designer Epic Owner 9 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 10. Transformative Causality Logic: “either…or”, The movement “both…and” is towards an à unknown state. “at the same There is a time” possibility for continuity and transformation Gesture is at of the the same time identities. constraining and enabling different possibilities for the responses. 10 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 11. Emergence of a team in Transformative Causality n ses Respo ing Tu rn-tak Inclusio n 11 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 12. Analogies from the Complexity Sciences 12 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi
- 13. End of the presentation … or is it ? “Like everyone else you were born into bondage. Into a prison that you cannot taste or see or touch. A prison for your mind.” -Morpheus, “The Matrix” www.skarpconsulting.fi/LESS2011.html 13 © 2011 Ari-Pekka Skarp | www.skarpconsulting.fi