Vegetarians need read no further.
We are expecting snow this afternoon which means a high possibility of venison for dinner on New Year’s Day.
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The necessity to review the science of management is held widely amongst the complexity cognoscente, and for the majority, intellectual satiation has become the terminus. Nonetheless leaders need practical support on how to cope with these new prevailing conditions as they sail their organisations between chaos and cosmos.
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I was asked recently to provide an example of how to deal with problems in the Chaotic domain. The attached 12 minute documentary* provides a vivid contemporary case study.
The video focuses on the use of watercraft to aid the removal of hundreds of thousands of people who were stranded on Lower Manhattan at the time of the attack on the Twin Towers. Within less than an hour of the attack, none of the common commuter escape routes were available. The subways, bridges and tunnels had all been closed, and for office workers pushed to the extreme edges of Manhattan by collapsing buildings, escape by water seemed the only option.
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I have come to think of the Simple domain as the Enabling domain. However, most of our clients enjoy the excitement of the Complex domain, and dismiss the Simple domain as necessary though dull, but this is too shortsighted.
If we manage them correctly, activities in the Simple domain enable us to spend more time and resource in the other domains, but if we get it wrong, there are huge negative consequences that can disable the resources allocated to growing and driving the business. Consequently, the greater the negative impact of failure of Simple systems, the greater should be our vigilance in ensuring that sensors are in place to pick up weak signals and hence avoid catastrophe.
We don’t often talk about weak signals in the Simple domain, but I believe they exist.
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