Introduction
This week’s MSLD633 blog
is about the chaos game found at the very beginning of Obolensky (2014) Chapter
6. This game illustrates how self-organization can be far superior to
traditional oligarchic organizational methods using a small group of people
with some simple rules that have a complex task to achieve.
The Game (Obolensky, 2014, pp. 99-101)
The game begins with a
small group of people (ideally 25 people) and an empty space that has clear
boundaries (lines in a parking lot, basketball court, tennis court, etc.) and the
group is made aware of these boundaries. The group is then instructed to
position themselves randomly (representing chaos) within the boundary area (a
simple rule) and then told to select two people at random with whom they will
be instructed to position themselves equidistant from when the exercise
commences (simple rule). They are also instructed to not indicate in anyway who
they have selected to position themselves equidistant from (simple rule). The
last simple rule is to move slowly when they reposition. So to summarize the
rules: 1. Position themselves randomly. 2. Pick two people to position themselves
equidistant from. 3. Do not tell the people they were selected. 4. Move slowly.
The rules are simple. The results are quite complex…25 people who started in
random order (chaos) will end up with 25 sets of equidistant pairs of three
(chaos with order). Once the game commences (people begin moving equidistant
from the two people they secretly selected) Obolensky (2104) asserts that it
takes an average of about two and a half to four minutes) before one possible combination
of 25 pairs of 3 are equidistant from each other. (p. 100). The complex nature
of the quantity and make up of all of the different combinations possible is
quite astounding “…it would take over 100 years just to count the number of
possible solutions with 25 people in the exercise.” (Obolensky, 2014, p. 101).
The Implications of the Game
Honestly when I finished
reading pages 99-101 in Obolensky (2014) it was like time stood still. If ever
there was an illustration of what a wow moment should look like it was at that
moment. It was at this moment that it became crystal clear what Obolensky’s was
focusing on and that was with increased complexity there is a need to decrease
supervision from management “…the more complex things are, the less traditional
leadership one needs” (Obolensky, 2014, p. 101). For me, this exercise comes
down to this very simple and core understanding of what is the cornerstone of
complex adaptive leadership.
This simple exercise tells a very powerful story
that needs to be shared with my co-workers! Within the coming weeks I plan to conduct this
exercise with them so they can see for themselves how important it is to have
simple rules for complex situtations. When the exercise is finished they will
be able to see how complexity with a few simple rules can transform chaotic dysfunctional
processes into ones where chaos and order complement each other (yin and yang)
and the broader concepts of the four + four modelfor leading complexity can be
introduced.
References:
Obolensky,
N. (2014). Complex adaptive leadership:
Embracing paradox and uncertainty. Burlington, VT: Gower Publishing
Company.
