Echological Thinking

Editor's Notes

• #2: Ecological thinking is aligned with a complex system as opposed to the Newtonian system, a more rigid, or mechanical perspective where the rules are laid out, things need to be done a certain way, and sometimes that’s okay, but what’s important is how we treat each other, interact and connect during the course of our daily activities. We determine our ecosystem via the relationships we develop. Wheatley (2006) explains that we should be more playful in our work. In other words, be more sociable and relaxed in our interactions with each other, thus achieving our objectives while encouraging creativity and exploration.
• #3: In a whole system, management uses the concept of systems thinking as a tool to help them examine relations and other interactions between various components, including the environment, that comprise the entirety of the system. Ackoff, & Gharajedaghi (1996). defines a system as a whole system consisting of two or more parts. Systems are of three types: mechanical, organismic, and social systems; describing mechanical systems are either open or closed; closed if their behavior is unaffected by any external conditions or events, open if they are so affected; organismic systems are necessarily open, subject to external influences; therefore, they can only be understood when considered in connection with their environments; and social systems, identified as organizations, institutions, and societies.
• #4: Eoyang (2009) describes the Newtonian perspective as important to physical systemic changes that are needed. Wheatley (2009) explains that in Newton’s universe, the emptiness of space created a sense of unspeakable loneliness. Matter, alone and isolated, moved bravely through the void, making a solo journey, meeting others rarely, traveling always across the wide gulfs that stretched on to infinity. Something strange happened to space in the quantum world. No longer is it a lonely void. She declares that Space everywhere is now thought to be filled with fields, invisible, non-material influences that are the basic substance of the universe.
• #5: We are now experiencing a Global economic and cultural environment where many organizations and governments seemed overwhelmed by it all. The leader's job is to create stability and control, because without human intervention, there is no hope for order. The organization must balance between building a physical system and one that addresses behavioral challenge issues. This work is that basis for an efficient and successful operation. We should focus, instead, on relationships and that it is possible that nothing exists independent of its relationship with others. It’ is the relationships between the two components, (mechanical and complex), that make up a system which helps create and environment for success. In any successful leading effort, relationship building is vital, these two perspectives help create relationships of the type that is needed to create a whole system, and leaders have the challenge of striking a balance between the two, and not assigning more importance of one above the other.
• #6: Camazine (2003) provides several examples of patterns in nature, explaining that the living world is filled with striped and mottled patterns of contrasting colors: with sculptural equivalents of those patterns realized as surface crests and troughs; with patterns of organization and behavior even among individual organisms. Business also seek to emulate nature in a number of ways, from architectural structures which houses us and protects us from harsh environments, to the clothing we wear to shield us from the heat of the sun or the bitter winter cold. They imitate colors in nature as well as shapes textures, all of which create the clothing that we wear, the materials that cover our furniture, our bedding, shoes and similar things that we have come to accept and normal in our environment.
• #7: Wheatley (2006) explains that organizations are designed as fractal entities or whole systems with numerous attractors which are meant to contribute through their unique set of skills. She continues that another explanation of a fractal is that it is a “fractal landscape”. The shape we see at one magnification will be similar to what we'll find at all others, no matter how deeply we look peering down through magnification of more than a billion, the same forms are evident.
• #8: Eoyang (2008) explains that many complex systems exist at equilibrium in a kind of dynamic balance of change and stability; a complex, interdependent system is pushed far enough from equilibrium, a strange and amazing thing happens. The system spontaneously reorganizes itself. This system is called self-organization. Multiple events, inside and outside an organization’s structure influence how the organization behaves. They are pushed to adjust, adapt and even renew themselves in order to survive. Its policies are one of the more flexible aspects of the structure because they are continually being adjusted and adapted to meet the new normal and in response to trends, or specific events occurring in the environment.
• #9: Wheatley (2006) states that chaos is necessary for companies to change, become stronger and new. Leaders who desire predictability and order have not accepted the chaos theory and understand its benefit. These leaders who do not accept chaos but constantly seek order are not close enough to the edge of chaos, however, leaders who are too close must make sure that their employees understand the meaning behind the changes or it will not be enacted
• #10: Goffee & Jones (2007) explains that you must not only attract talent but also foster an environment in which your clever people are inspired to achieve their fullest potential in a way that produces wealth and value for all your stakeholders. Removing apathy with enthusiasm is also a worthy goal for the organization. We must welcome and encourage new and innovative ideas that help propel us forward, and as Goffee asserts, we must encourage clever employees to get involved in helping the organization to achieve its purpose going forward.
• #11: Pascale, Millemann & Gioja (2000) explains that the complex system that is ever present in the environment is a living thing and is in a status quo state, and change that takes place, eventually forces a complex system back to the organization’s original, (status quo), state of being. The system pulls back from the edge of chaos when this occurs to return to an equilibrium which is a constant, or can be considered in organizations as returning to where it is most comfortable. Consider an ocean’s tide that continually comes in and goes out. We can tell when the tide is low and when its high by the water marks at the shoreline, but this balancing act continues uninterrupted. This too is self-organizing or equilibrium.
• #12: Typically, as part of change in organizations, leadership also changes, and this disrupts the status quo, but over time this status quo state returns and the call for change returns; this disrupting means that dramatic changes are made in the organization that this helps influence change in the environment. The most obvious example of this is in schooling, and not just online universities, but in high schooling as well. Wheatley explains that real change happens when people understand why it is worthy of their attention opposed to being told they must accept the change, to avoid employees becoming cynical and burned out, leaders must understand their sense of purpose and then tie in the change to emphasize how it will be beneficial.
• #13: Leaders must build a follower base by listening to feedback; empowering others; engaging in dialogue; developing relationships; communicating your strategic plan; and observing major trends in the environment. When they do these things, success is assured.
• #14: No Notes