BOOK SUMMARY 54 Simple Habits for Complex Times
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Summary written by: Ronni Hendel-Giller
"It’s totally possible that this task of leading in
times as complex and volatile as today is a bigger stretch for us humans than
anything we’ve ever had to do."
- Simple Habits for Complex Times, page 12
In a
world of VUCA—volatility, uncertainty, complexity and ambiguity—how do we lead
in a way that will make a real difference? How do we navigate the complexity?
We are drawn—because of the ways our minds are structured—to seek neat
and clear solutions in the midst of complexity. We do this even when we know,
if we are honest with ourselves, that those solutions are probably unlikely to
succeed.
Jennifer
Garvey Berger (author of Changing on the Job, another excellent
book!) and Keith Johnston do two things in this book that are equally useful.
First, they help us to understand what complexity means and just why things
really are so different now. They help us to understand why and when our
typical ways of approaching problems no longer work for us. Then, they offer up
a set of practical and accessible tools—or habits—that can help us to navigate
that complexity. By framing the book with stories of a non-profit and a
for-profit company struggling with complex challenges—the habits become
tangible and we can see how they can be applied in real-life situations.
The
habits themselves—asking different questions, seeking multiple perspectives,
and seeing the system—are simple, powerful and multi-layered. By the time
you’ve read the book, you’ll see how those habits can be applied and what a
difference they can make.
The Nature of Complexity
"In
a complex system…we’re not looking to predict or control the future because we
have no idea what that will be like (it’s unpredictable.)"- Simple Habits for Complex Times, page 45
A key
distinction that Garvey and Johnston suggest, based on the work of a complexity
theorist named David Snowden, is between that which is probable and that which
is possible. If something can be predicted, if you can figure out what is
probable, you can also make a guess about the future that is highly
reliable—and figure out a clear path to get there. The path can be simple or
complicated—depending on how simple or complicated a problem it is. For a
simple problem, there could be a best practice solution—for a complicated
problem you can research and design a solution that will enable you to get from
where you are today to where you need to go.
The
problem is that there are a host of things we deal with (now more than ever!)
that are not nearly so clear. We don’t know what is probable—because we’re not
in predictable space any more. There’s nothing neat and tidy about the
situation. We don’t know if the actions we take will make the problem better.
We can spend a lot of money, time and effort—and get nothing or even see things
get worse. No matter how much we try or want it to be otherwise—in these
situations we can’t predict the outcome—while a lot of things are possible,
nothing is actually probable. This is complexity.
When
we put in place a neat and clear process and don’t get the results we want it’s
likely because we’re treating something complex as if it’s complicated. If you
think about big global issues—environmental and economic—or issues that you’re
dealing with in your organization that seem to defy attempts to solve through
new processes, no matter how sophisticated (leadership issues, employee
engagement issues, changes in strategy) you’re in the realm of the complex.
Learning
to navigate complexity looks very different and requires different things of us
than solving problems that are complicated.
Gem #1
Designing Safe-to-Fail Experiments
"A
safe-to-fail experiment…takes what is happening today and tries to change it a
little in a desired direction rather than picturing the ideal future and
building the steps toward it."-
Simple Habits for Complex Times, page 55
What’s
liberating about recognizing that something is complex rather than complicated
is that you can let go of the idea that there is one right solution to the
“problem” or that there is an “ideal future state.” By definition, there isn’t.
There’s no set of steps, no matter how elegant or complicated, no one process,
that will “fix” things when we are in the domain of complexity. Instead, our
job is to look at the present, see what is actually happening in the system,
and then come up with simple and safe experiments that we can try out to see if
we can make the system work better in some way.
The
beauty of safe-to-fail experiments is that failure and success are equally
valuable. Experiments are designed to be doable, to ensure that nothing bad can
really happen, and to make the results visible so that you can actually learn
from them. Safe-to-fail experiments start small—and can ramp up if they work
well or ramp down if they aren’t working. Learning from failures can lead to
new experiments—and are just as valuable as successes.
Because
safe-to-fail experiments require a safe to learn environment—both to design
them and to execute them—organizations need to cultivate the capacity of their
members. People must learn to give and receive feedback.
Gem #2
Ask: How could I be wrong about this?
"The
human mind…is designed for simplicity. To do well in uncertainty and ambiguity
we’ll need to dial down our reflexes and dial up new habits."- Simple Habits for Complex Times, page 74
While
each of the habits of mind is part of a whole—and none are more important than
the others—the “different” question of “could I be wrong?” is a powerful one
that taps into a number of biases of our minds that get in the way of our
seeing what is really in front of us. The authors share some of the research
about the nature of these biases such as our tendency to see only what we’re
looking for or that we want to find.
These
biases demonstrate, powerfully, that our sense of certainty is not a result of
our actually knowing and being right, it comes from the fact that our brains
crave and work to create certainty. Once we can really “get” this idea, then we
can counter that tendency by learning to ask, regularly, what could we be wrong
about? What might we be missing? What perspective have we not sought out? What
could we do to find out more?
Consider
how a situation that you’re currently looking at as complicated might actually
be complex. Think about whether you’re trying to apply a single answer to a
question that doesn’t have one. What might you do differently?
I
strongly recommend that you read and use this book as a guide in your journey
to becoming a leader who understands and embraces complexity. It can make the
journey of leadership more interesting, more effective and perhaps,
paradoxically, a little less scary.
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