Sonja Blignaut wrote a blog post titled Navigate Complexity: Three Habits of Mind.

« Nowadays we see a lot of what Morin calls pseudo complexity thinking: approaches and people who define themselves in opposition to linear reduction approaches but do not consistently live complexity. Too many consultants profess complexity, but their practices are still informed by a reductionist paradigm that believes that we can fully know our social–biophysical reality and that we are able to map paths into the future definitively. »

« Leadership and decision making in a complex system constitute a balance between the risks associated with practicing restraint and taking action. On the one hand, if the context requires it, one needs to consciously practice restraint and create space that allows the emergence of ideas, trust, opportunity, and even epiphany to loosen the tangled problem knot. There is a strong need for a certain slowness (Cilliers 2006) in taking time to allow emergence to unfold. On the other hand, one needs the courage to take action in a mist of uncertainty because, in a complex system, the consequences of our actions are never entirely predictable, and no matter how good our knowledge, there is never an objective “right” decision. Being conscious of, and comfortable with, this paradox is critical to successfully fostering and practicing adaptive leadership. »

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