Obolensky introduces a game that has unknown origins that he calls a
‘working experiment’ that demonstrates how simple complexity can be and some
implications on leadership within complex tasks (2014). The further I read the
instructions the more my anxiety was heightened. The exercise requires at least
8 people but can be played with up to 80 with the ideal number being around 25
or so. It seems like this would take hours! I have included a video of this
exercise directed by Nick Obolensky.
What seems like it would take hours takes mere minutes. The most telling
part is when the question is asked: What would happen if one of you were in
charge? The participants knowingly laugh in a nonverbal acknowledgment of how
differently the exercise would have turned out.
According to Obolensky the more complex a task, the less directive
traditional leadership is needed. So why is this and what does that mean for
what we think we know about leadership? Obolensky continues to inform on eight
principles some of which were explained and some of which guide what
instructions are given in this exercise.
Clear individual objective
A few simple rules
Continuous feedback
Direction and freedom of action
Skill/will of participants
Underlying purpose
Clear boundary
A tolerance of the players for uncertainty and ambiguity
If someone was put in charge to achieve the results of the exercise it
would mirror oligarchic leadership which forms our traditional hierarchical
leadership as we understand it today. For an organization or any group of
people to become self-organizing would require a move toward polyarchy. This
would look like a Complex Adaptive System (CAS) where everyone was interrelated
and was relatively self-managed, just like the exercise. While traditional
leadership is well meant it often constricts progress rather than lets it
happen much like chaos within complexity science.
Yesterday I was driving through my town during a severe storm and
noticed several blocks of electricity that was knocked out. This included
traffic lights. It was the middle of the day and there were hundreds of cars
come from all directions. To make matters worse this intersection was in the
middle of where two bridges meet. Despite what could be dangerous conditions
because of chaos everyone differed to acting like it was a four way stop, which
is a traffic rule. The boundaries were clear of where to stop. Everyone had an
underlying purpose to move safely beyond this intersection. The principles were
present and were working. Usually I spend a lot more time at this intersection
when the lights were operational no matter what direction I am traveling. I
marveled momentarily how this was like the exercise. Complete strangers were
operating in a self-organizing fashion. No leaders were needed because everyone
became a leader.
If this can happen with strangers of all ages driving on the road this
can happen in organizations. There are not many doing this right now, but it is
happening. This is really inspirational because it means that we should be
telling others. If more people learned about this and understood it they could
embrace it. Instead of a division between followers and leaders everyone could
be a follower and everyone could be a leader at the same time. Chaos does not
have to be feared nor does it have to be scary. I am reaffirmed that there is a
true self-organizing nature to chaos. I know I read it in a book, but when I
realized that is what I was seeing in real life it changed how I felt about
this idea. I had been through lights being out several times, but the
application of this knowledge allowed for an experience and an understanding I
had not had before. I urge anyone interested in productivity to watch the video
and start watching for real examples, it could change everything.
References:
Obolensky, N. (2008, April 12). Who needs leaders? Retrieved July 3,
2015 from https://www.youtube.com/watch?v=41QKeKQ2O3E
Obolensky, N. (2014). Complex Adaptive Leadership: Embracing Paradox
and Uncertainty (2nd ed.). Gower
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