A633.5.3.RB - Reflections on Chaos

Who Needs Leaders

Duration: (3:32 min.)

Source: YouTube

             Obolensky's video "Who Needs Leaders"(2008) illustrates a fun game that shows how chaos dynamics and complexity theory works. It shows how self-organization can get better results than leader directed organization within a complex task ("Who Needs Leaders", 2008). Obolensky (2014) discussed how organizations are becoming more complex and are operating in contexts more fluid than ever before. The exercise involved twenty-five men and women who are asked to pick two unidentified people in the room, and place themselves equal distant between the two references. Once the instructions were provide each participant had to decide how they would execute the instructions. It was amazing to see that it only took them 1minute to accomplish a rather interesting yet challenging task. Most of those who participate in the simulation initially feel it was impossible, and were surprised by the outcome.

 

              This was an amazing example of how leaders can take complex problems and simplify them with a few simple clear rules and objectives where everyone can understand the expectations and the goal. According to Obolensky (2014), there are 8 key principles that can help organizations, particularly individuals complete complex tasks successfully. The eight principles are: clear individual objective, a few simple rules, clear boundary, continuous feedback, skill/will of participants, discretion and freedom of action, underlying purpose, and ambiguity & uncertainty (Obolensky, 2014). The exercise in the video portrayed Obolensky’s 8 principles and how it might work in an organization. The biggest emphasis in utilizing the 8 principles (2014), is that every organization will find their own unique way of expressing them, which in part reflects the 'dynamic' aspect of the principles (p. 125). These 8 principles are further elaborate below:

• Clear individual objective- according to Obolensky (2014) each person has a very clear idea of what they are trying to achieve. 
• A few simple rules- the rules are sufficient to enable effective action, and enough to keep the system from descending into too much chaos Obolensky (2014).
• Continuous feedback- Obolensky (2014) suggests that every individual knows at any time where they are in relationship to achieving their objective.
• Discretion and freedom of action- each person can act without needing permission; this requires an organizational culture that allows risk taking and initiative (Obolensky, 2014).
• Skill/will of participants- each person has the skill and the will to achieve the objective Obolensky (2014).
• Underlying purpose- The organization clearly states their purpose and have a purpose to bring everyone together.
• Clear boundary- the boundary gives a definition where the action is (Obolensky, 2014).
• Ambiguity and uncertainty. According to Obolensky (2014) ambiguity and uncertainty should be embraced rather than avoided. By implementing controls and guidelines we can minimize uncertainty.

This exercise was eye opening and showed how leaders don’t always have to be in control. At the end of the exercise the mediator asked, “What would have happened if we had put one of you in charge?” The group laughs; because they understand how hard it would have been if someone was telling them what to do all the time. This proves that leaders can learn to let go and trust in their subordinate to accomplish the tasking.

 

References:

 

Obolensky, N. (2014). Complex adaptive leadership: embracing paradox and uncertainty. Surry, England: Gower Publishing limited

 

Obolensky, N. (2008). Who Needs Leaders. Retrieved from https://www.youtube.com/watch?v=41QKeKQ2O3E