A633.5.3 Reflections on Chaos_Reyes,Cassandra

Play the chaos game with a group of people (see Complex Adaptive Leadership (Obolensky, 2010) Chapter 6, or watch the above video.

Create a reflection blog on what this exercise meant to you and how it impacts your understanding of chaos theory, include the implications that this has on strategy.

This exercise was pretty interesting to watch. I have to admit that when I first started to watch the video I didn’t know what to expect. I was intrigued to see how the individuals in the video would react when they received instructions on what to do. At first the individuals seemed confused as to how to begin or what to accomplish, however when their counterparts started to move they it appeared as though there was a silent communication amongst each other as to how to complete the task. The individuals seemed to follow the directions of not just the instructor, but each other without having to say a word.

I think the exercise helped to show that the individuals in the group were able to assist each other and get to an end goal without the need of a leader of the group. In fact the idea behind the exercise is to show us that a leader is completely unnecessary sometimes especially in complex situations. It shows how complex adaptive systems can be used in both large and small organizations in order to achieve optimal results. The number of possible solutions to complex situations are immense showing us that highly complex tasks can be given to a vast amount of employees who are able to figure things out for themselves. In times and situations like these it also shows how people band together to get the job done.

After watching this exercise my understanding of chaos theory broadened completely as I was able to see firsthand how a complex task could be completed by a large group of people with no one individual providing them instructions. While I knew this was possible, the simplicity of the exercise made me realize how much more this could be used in my own organization even for the more complex task that always seem the need to be directed by upper level management. The exercise made me want to branch out a little bit longer in my own department and try to indulge myself in more complex situations in order to get a good grasp of how to deal with complex situations at a higher level.

I think this exercise shows how strategy can be implemented especially with a large group and what that group can be capable of when dealing with excessive high complex situations. The strategy behind how a resolution is achieved is important because it offers a basis for strategically developing an effective non deterministic approach to an organizations structure.

Cassandra R. 

A633.4.3.RB.Changing Dynamics of Leadership_Reyes,Cassandra

Reflecting on the opening exercise at the beginning of Chapter 4 of the of Obolensky text and other readings, why do you think the shift in leadership is occurring and do you think this is indicative of what is happening in your organization.  List three reasons that support or refute this position.

If so, how would leadership dynamics have to be altered to accommodate and promote these types of changes?  What are the implications on strategy?

In my opinion I believe that the percentage of solutions that actually make specific changes is dispersed amongst all levels of an organization. I think that each individual who was to perform this exercise would provide either a higher or lower number according to different variables such as their level of expertise, level of experience, age and culture. I would imagine that an older generation would have a different opinion on where solutions should come from opposed to the younger generation who seems to be less willing to give into the status quo.  

Another reason the number would change would be due to the formality and structure of the organization. If an organizations structure is built with a hierarchical structure then it would make sense that those who held more upper level management positions would feel that the percentage of valuable solutions would come from the top. If the organization was run with a more non deterministic approach then the percentage of solutions would seem to come from the middle or bottom workers.

I believe that the shift in leadership is occurring due to organizations leaning toward a more non deterministic view. In many scenarios the issues that organizations face are recognized by lower level workers. This is because they are the ones to deal with the issues of the organization and its consumers or customers on a daily basis. Another reason this is occurring is because leaders in many organizations do not like to admit that they do not know the answers to some issues and that their lower level workers may have the answers that they are looking for. For those managers and leaders who are willing to look to their peers and colleagues for support in figuring out top level issues, their jobs become that much easier because they are able to forget their titles and become one with the crowd.

Lastly, leaders in many organizations are recognizing the quality of their people. Leaders are beginning to both challenge and support their people and bridge the gaps between management and lower level workers. They are requesting more dynamic questions and answer a session which creates a more dynamic environment where questions flow both up and down generating two way intercourse and dialogue.

In order for this type of environment to be successful leadership dynamics would have to be much more open to change. Flexibility and adaptability are also key factors in making changes such as these positive for the workforce in which anyone is accustomed to. The effects these changes would have on strategy would also be extremely beneficial from all aspects including how the corporation is run both internally and externally as well. While some managers and leaders may find it nontraditional in nature, these days it is necessary for leaders to move to a situation where they are following as much as managing in order for them to be successful. No organization can move forward without stretching their boundaries and reaching for the stars.

Cassandra R. 

 References

Obolensky, N. (2010). Complex adaptive leadership. (1st edition.). London, UK: Gower/Ashgate

A633.3.3.RB Complex Adaptive Systems_Reyes,Cassandra

Find a company which reflects Morning Star and St Luke’s image of a Complex Adaptive System (CAS) and reflect in your blog what the implications are for you and your present organization (or any organization you are familiar with). Identify what you believe are appropriate actions to move your organization forward.

Morning Star is the world’s largest tomato processor and is headquartered in Woodland, California. The company was founded by Chris Rufer who believes that the employees of the organization are what make his product the best in the business. Rufer believe that empowering your employees to work together as a cohesive unit is the key to making any business a success. His unique management model allows for employees to self mange and coordinate themselves. Instead of pursuing a hierarchical approach to his company Rufer instead made the mission of his organization the boss. The means that every employee at Morning Star is responsible for creating their own mission statement as to how they will contribute to the company’s success.

Rufer approach to empowerment offers his employees the opportunity to manage themselves and their day to day work. The idea is that everyone has a responsibility to get their job done without having to specifically report to anyone. Essentially you are your own boss, with the idea that everyone around you has the potential to be your boss. Rufer believes that as long as his employees have the necessary tools and equipment to complete their job duties and responsibilities that they should have the freedom to make certain decisions without approval from upper level management. His idea of self management also extends to the staffing decision of his company as well.

Rufers encouragement to competition instead of promotion is unique in the sense that there is no hierarchy and there are no titles. In retrospect this creates a very vertically defined organization that where there is no ladder of success to climb. Employees and their colleagues are recognized for their achievements and knowledge. In order to move forward and gain compensation, employees of Morning Star must develop and master their skills and find new ways to serve their colleagues. Promotions at Morning Star don’t exist and therefore everyone has the opportunity to prove themselves as an individual.

I think a company that reflects Morning Star and St Luke’s image of a Complex Adaptive System would be SAS. SAS is run very much like Morning Star in the sense that employees are provided the freedom to work at their own pace and think for themselves. The structure that SAS and Morning Star share is that the employees create an atmosphere for the organization that allows it to be successful without having or needing the guidelines and restrictions that many hierarchical organizations these days have. The strategy behind SAS is to make it impossible for employees to not want to work. SAS provides an environment of ease and control, enabling its members to bridge the gaps between employee and management and instead have its employees prove their accountable and responsible.

In my personal opinion I would love for our organization to be able to adapt this type of structure into our institution; however I do not believe that our company or the services we provide are eligible for a structure such as this. As Embry-Riddle Worldwide is an international institution, I believe that there needs to be some a more hierarchical structure in order for us to be successful in assisting the vast amount of our student population as well as the type of student that we assist. While I do not believe that a Complex Adaptive System would work for our organization, I do believe that in some ways our departmental policies and procedures could offer us a bit more freedom in how we do our jobs and the decisions that we are able to make on a daily basis. I feel that if a bit more freedom were provided the ability of interdepartmental relationships would better blossom and there would be more interaction and understanding amongst our organization.

Due to our organization’s new restructure there may be some more flexibility for some departments to spread their wings a bit however with the transition my specific department is taking, I believe we may actually be reverting from a more flexible environment to a more structured hierarchical department. While I can understand that the transition will be taking place to be more streamlined in nature, it may be a bit difficult to have to succumb to a more cut and dry process than having the flexible environment that my team and I are used to. In time I hope that our new transition can be become a blend of how both departments are used to working.

Cassandra R.

A633.2.3.RB - Butterfly Effect_Reyes,Cassandra

Based on this week's reading, reflect on complexity science and theory in organizations and the butterfly effect (p.58). Identify 2 examples where “small changes yield large results” in your organization. What are the implication of complexity theory for you and your organization and how can you use this to drive improvements.

The theories of complexity and chaos offer leaders and organizations a new more non deterministic approach to organizational structure and dissolves ideas of classical and traditional theories while forming a new unbiased evolution of strategic reformation. The interplay between chaos and order and complexity and simplicity used to provide leaders with philosophical dynamics and tactics. Today, the aspirations of modern physics appear to be more scientific in nature rather than the philosophy we experienced in past years allowing leaders of the past and future to understand how “oligarchy and anarchy can co exist in science with polyarchy.” (Obolensky 2010).

One example of where small changes yielded large results occurred about two months ago when my department was informed of the fact that we were down in our numbers four months in a row. This had never occurred in past times and we were shocked to hear such news. Due to the military cancelling all tuition assistance we knew that there would be a drop in application numbers as much of our student population is in the military but we didn’t know how much this would affect us. When the numbers came in, it was clear. We needed to take drastic measures to get our numbers up so we could finish out the year above our prospected goal.

In order to do this my manager put us on an intense campaign where we were to call of the students who had started an application and assist them with any questions they may have had. This campaign went on for a number of weeks. My team and I worked endlessly to get the job done and just this week learned that due to our efforts we were now ahead of our prospected goal by 5,000 applicants. We were ecstatic. Taking the time to contact each of our prospects truly helped with getting our team back on track and ahead of the game.

Another example of how small changes yielded large results was when we added a new member to our team. A few months ago we had only a team of three Senior Enrollment Counselors who were assisting with prospecting individuals. Last year, our team was able to bring in about 20,000 applicants, however the workload for each individual was intense. My management team decided to hire a fourth member to ease the workload for the existing three members. In doing this the workload was dispersed and we were able to increase the number of applicants we each touched upon. It was amazing to see what just one more member could do for our team and the positive effect it could have on our numbers and student interaction.

Complexity theory is a useful tool in determining the underlying simplicity of a self organizing nature. My organization and department was able to drive improvements by using the butterfly effect. By making small changes, my team and I were able yield large results proving that the effort you put into something will dictate the results that you get out it. These examples prove that the butterfly effect works and can provide positive results as long as the effort put forward is used in maintaining chaotic order.

Cassandra R.

    References

Obolensky, N. (2010). Complex adaptive leadership. (1st edition.). London, UK: Gower/Ashgate