What is missing, besides a deeper understanding, is an operational
definition of chaos. Deming, Einstein and physicists in general are clear
about the need and value of operational definitions. Two examples that
contrast common useage and the operational definitions of physics are
"work" and "energy". These have very particular meaning in physics which
often contradicts common useage.
Any profession or science or art has operational definitions and you must
master these if you are to be considered a practitioner in the field. In
management, this is not (yet) the case. In managment, you need only be
familiar with the metanarratives or incantations.
Complex, chaotic and complicated tend to be used with little distinction
in common language. These all refer to an inability to make sense, to
make patterns, to understand. I suggest the following as operational
definitions _for management and organisational purposes_ for each:
- chaotic refers to a state where patterns cannot be made nor
details understood
- complicated refers to a state where patterns cannot be made but
details, parts and subsystems can be understood
- complex refers to a state where the details cannot be understood
but the whole (or general result) can be understood by the
ability to make patterns.
What might the use of these be?
Chaotic would distinguish those situations where no projections, plans or
analysis will make sense and the way forward is to "clear an island of
certainty" if that can be done or to make small efforts and observe or to
get rid of the situation.
Complicated would distinguish those situations which have grown beyond
understanding by old patterns, can be continued in some state of operation
by routines but cannot be accessed by mapping. (And distinguish those
that can be accessed by mapping - and thus become amenable to techniques
such as systems dynamics.) The action to bring complicated back to
"simple" is to discover patterns that return a phenomena to the complex.
Complex would distinguish those situations which can be understood by
patterns and which can be maintained by paying attention to principles and
patterns and _leaving the details alone_. This is the most important area
for management today if we are to attain the freedom and expression and
innovation that we are seeking and that the information era demands.
These operational definitions are offered for their usefulness. I'm
interested in other operational definitions that would provide other
usefulness or the apparent value of the ones offerred. A rich dialogue to
explore these new areas, might locate different approaches - such as
systems dynamics, organisational learning, linear analysis, action without
thinking, planning, etc.
--
Mike McMaster <Michael@kbddean.demon.co.uk>
"Intelligence is an underlying organisational principle
of the universe. The 'logos principle' is hidden and
perceptible only to the intelligence." Heraclitus