Lessons from the Edge

Lessons from the Edge

Three Evening Sessions

In which conference participants were offered options for exploring approaches, ideas and activity in the realm of complexity science.

1) Conversations with Lewin & Regine

Roger Lewin and Birute Regine described the evolution of the book they’re preparing, The Soul at Work. The book is based on their interviews with people at 10 companies, in the United States, Europe, and Australia, that are applying the principles of complexity theory.
Their interviews uncovered five domains of relationships in the workplace – relationships to:
- the self,
- to others,
- to the organization/CEO,
- to other organizations,
- and ultimately to the global ecosystem.
They found that when an organization values these domains of relationship it develops a culture of care and connection, rather than command and control. Such cultures enable organizations to deliver both financial numbers and a caring environment.
Lewin and Regine report that the most commonly asked question they field when talking about The Soul at Work is, “What do I do to create such a culture?” While the question seems logical, it is subtly off the mark. Actually, the foundation of a complexity-based management begins with a different way of being, not just another way of doing.

2) Games with Goldstein & Plsek

Jeff Goldstein and Paul Plsek demonstrated the use of games by which people can learn about chaos and complexity.
Some people can learn through reading and discussion. For people or teams with a different, more practical learning style, games can communicate many critical issues.
The games they demonstrated – and others – can be found in Edgeware, in the section titled Diffusion Tips.

3) A discussion of learning networks

Facilitated by Curt Lindberg, Linda Rusch, Mark Levine and Brenda Zimmerman
VHA supports the work of three learning networks to help interested CEOs, physicians and nursing leaders learn about complexity science to trigger fresh approaches to challenging organizational issues.

Those attending the session explored the work of these networks and how a complexity-inspired approach is used within them to help members gain first-hand experience. This experience, or practice in a “safe environment,” prepares participants to effectively use the new concepts in their home or organizations.
Some lessons learned in these networks about effectively introducing a complexity approach to management include:
- The value of real stories for disseminating complexity ideas, approaches and results.
- Go where the interest is – engage the 15% of early adopters. Don’t take on the entire organization directly.
- Move to action, small experiments as soon as you can. This facilitates real personal and organizational learning, especially if you spend some time reflecting.
- Involve a diverse mix of people. The interaction can lead to creative new ideas and approaches.