Simplicity

Simplifying the complex will be the greatest challenge of the 21st Century. It represents a shift from linear to systemic thinking, where our knowledge of the mind, body and spirit become interconnected.

Seven Principles for Simplifying Complexity
by Steve Trivett Change Consultant - ChangeZone

Below are summaries of the seven principles I believe tomorrow's leaders need to follow to be effective. They are then unpacked into separate sections that outline what each principle means, its related complexity concept, common sense explanations, practical tools and relevant case study material.

Complexity guru Chris Langton reminds us that, "the science of complexity teaches us that the complexity we see in the world is the result of underlying simplicity, and this means two things. First, that you can view the simple systems that underlie it all as being creative .... And second, because simple systems generate complex patterns. We have a chance of finding simple models that explain the creativity we see."

Principle 1:
Small events can have big consequences
Living things are sensitive to the environment they find themselves in. When choices are made the consequences cannot always be predicted. Because causes and effects can be separated in time and space it is difficult to track the connections. But given that all things are connected in some way, even the smallest of choices can have big consequences. Being aware of this should make us think about the unintended consequences of our actions. The principle can help us avoid quick fixes that just bring the problem back and make us look for sustainability in the decisions we make.

"Sometimes when I consider what tremendous consequences come from little things, I am tempted to think that there are no little things." Bruce Barton

Principle 2:
Know what things are really like for others
Everyone views the world differently. Our individual values, expectations, knowledge, experiences and needs, ensure that our understanding of each other can only ever be partial. What is an acceptable level of complexity to one person can feel like total chaos to another, simply because they cannot find familiar patterns in their actions, thoughts or feelings. To get closer to knowing what things are really like for others we need to listen with respect and compassion. In other words to look for what connects us, any mutual interests and common ground found through open conversation or shared experiences.

Principle 3:
Pay attention to what's important
When energised to achieve something important to you, you are attracted out of your comfort zone. You stop focusing in what's stopping you and concentrate on what you can do to make the change happen. It is the clarity of your intention that focuses your mind on what's important and what you ultimately make happen. This provides the positive energy that drives you to achieve what really matters to you now. It is this clarity of focus, and the ability to live in the moment, that holds the key to managing complexity.

Principle 4:
If you can see it, you can do it
A powerful idea that gets tried and tested is worth more than plan that never gets implemented. Doing is the only way of really knowing. The power of the idea usually lies in its simplicity. This allows the 'ins and outs' to be seen with greater clarity. Thinking creatively and turning your ideas on their head can help you get a different view of what's possible. Working backwards from where you want to get to can help you become more specific and sequence the events or tasks needed to get you there. Without the sequencing of tasks nothing gets done.

Principle 5:
Expect the unexpected
Sometimes the unexpected happens - often without much effort or warning. When events or conversations reach a critical point they can suddenly become chaotic. This is why managers like to plan thoroughly and not raise contentious issues. They want to maintain order. This becomes a 'comfort zone' that only serves to maintain the status quo. Change requires risk, the risk that things could get out of control. Real change is therefore not manageable in the traditional command and control sense. It often emerges as a new pattern from a state of chaos. Changing the way people think, their habits and assumptions is difficult unless they feel uncomfortable with the current order and will sign up to a new way of doing things. Sudden changes can alter the course of events without warning, if the conditions are right.

Principle 6:
What really matters is what gets done
Things get done through the use of our 'working capital', our time, attention, knowledge, passion, energy and networks. Things don't get done if people don't do them. There is usually a sequence of events that can be mapped or tracked to assess progress. What matters is something that has to be meaningful and delivers real value - perceived or measured. In a work situation, the value that's created or added, depends on the ability to get stuff done. Clarity of vision and agreed priorities determine what matters, but what actually gets done comes down to the capabilities and intentions of the people doing the work, and how conducive the environment is.

Principle 7:
There is usually a better way
When change is constant, creativity and adaptation are crucial. For new ideas to emerge and flourish they need space, so that the possibilities they generate can be explored and better understood. There will usually be more than one sequence of events, or functions. Combining and recombining the parts to create better wholes.
By combining or recombining the parts into a new order or better sequence it is possible to find more viable wholes. If the value can be measured and it's in everyone's interests, it is more likely to be adopted. The challenge is to keep searching for new ways of doing things - the journey of continuous improvement.