What is Chaos principles and How Does It Apply to Your Organization?

California Employee Rights Breaks - What is Chaos principles and How Does It Apply to Your Organization?

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Have you ever made a seemingly innocuous statement, or executed a "normal" business action and, in return, experienced surprisingly angry or retaliatory reactions? That is, reactions that were far out of proportion to your customary intentions, that were meant as benign and "inconsequential" acts? If so, you were experiencing, first hand, the results of Chaos system at work.

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California Employee Rights Breaks

James Brown (fictitious name) is the Ceo and Managing Director of a large utilities business in a mid-western state. He frequently visits offices of his managers, and, while there, he also makes the rounds and chats with their employees, answering questions, receiving feedback, and so on. On one such visit, Mr. Brown encountered a group of employees clustered in the coffee room, excitedly poring over and discussing a news item in the Wall road Journal. Seizing upon the occasion to talk to a estimate of employees at once, he approached the group [Mr. Brown had just returned from a long overseas trip and was interested in conducting his business in this plant as expeditiously as possible, before jet-lag overtook him - the larger the estimate of employees, the greater his "reach" for the day, and the sooner he could accomplish his sense of having fulfilled the obligation of "keeping in touch with the troops."] Therefore, Mr. Brown waded into the midst of the group to join in their conversation which, as it turned out, was about deregulation of the utilities industry.

The employees welcomed his presence and explained that they were deeply implicated about what this move might mean to the industry. Mr. Brown, tired from his long trip and distracted by his new talk with the plant's employer [productivity was down], was disappointed to find himself in the middle of a political discussion. He, therefore, experienced the employee comments as plainly an overreaction and "unprofessional whine." Consequently, before he could stem the flow of his words, he had said exactly that. "This sounds like just unprofessional whining to me!" he thundered. His outburst had the effect of dissolving the group's vibrancy into stunned silence. An immediate attempt to retract his piercing comments were not met with a high degree of receptiveness, as the mood had descended down the scale to sure chilliness. In addition to the embarrassment of his humbling exit from the coffee room, he was later to learn that a junior employee overhearing the exchange, while his first day at the firm and while taking a coffee break with his group, was, in fact, the nephew of the Chairman of the Board of Trustees of Mr. Brown's utility company. The remainder of the scenario is predictable and can likely be imagined without going into added detail.

But the point is that, in a seemingly small, innocent, and unguarded moment, Mr. Brown sowed the seeds for his dismissal. Because the Board Chairman, upon hearing of his nephew's distress while the exchange, made it his new-found mission to closely monitor
Mr. Brown's performance.

A more recent, and more public, example of a remark gone awry is that of Lawrence Summers, President of Harvard University, who mentioned in a throw-away line that men were good at math and science than were women [current explore supports this contention, by the way, and there are complex reasons why this is so]. Regardless of the long-term ramifications of his statement in relation to his job [there were faculty censures of him as well wide-spread social outcries before the matter was ultimately resolved], one of the unintended, long-term results of his "innocuous" action, is that Mr. Summers will go down in history as the Harvard President who proclaimed that "girls aren't up to the challenge" [that's not exactly what he said, but it's what he's popularly viewed as saying]. And, indeed, Mr. Summers was forced to resign his position.

To debrief on what Mr. Brown and Mr. Summers fell prey to, let me briefly illustrate Chaos system and the elements of its workings in the business environment, or other formal organizations. Clearly defined, chaos, or chaotic events, are the unexpected consequences of seemingly small actions of "inconsequential" behaviors. Chaos system has its basis in part physics and holds that: Not only do we affect our reality, but, to some degree, we indubitably create it. (Gary Zukav, The Dancing Wu Li Masters). John Wheeler, who was a physicist at Princeton University, wrote that the universe, in some strange sense, is brought into being by the participation of those who are a part of that universe.

Popularly stated, the simplified system of Chaos is that, "If a butterfly flaps its wings in Tokyo, it causes a tornado in Texas." One might ask why this bit of philosophy and science is leading to the escort of business and to those who manage organizations? The central meaning of chaos system is achieved when one realizes that the smallest of actions in an club can have prodigious ramifications -- as in Mr. Brown's case. One then becomes aware of the magnitude and point of each human interaction and the impact of these interactions on the organization.

This awareness, alone, can be a remarkable tool for the knowledgeable administrative and can mold and temper his or her expert reactions. For example, knowing that the slightest action can set off a firestorm, as in Mr. Summer's case, and that this fact is supported by a large body of system [called Chaos Theory] one can feel derive in structuring daily interactions wisely and mindfully. To take the simple example of Mr. Brown: had he been more attuned to himself and to his behavioral tendencies when very tired, he would plainly (and wisely) have postponed a plant visit planned for the day
after his return from Asia. In other words, had he thought about the matter carefully, he would have planned that day's activities so that he interacted, solely, with trusted confidantes and with those individuals who would not be prone to take offense at ill-advised words spoken while in a state of exhaustion.

So what is the message here for executives? What can be derived from the teachings of Chaos system and then applied to the broader scope of a manager's life?

The message can be summarized in a few statements, known as the "Three Recognitions of Chaos system in The practice of Management:"

The First, is to identify that all things that you do is under serious scrutiny;

The Second ...Recognize that you are the employees' friend only so long as they want you to be -- any untoward message or action can turn the kind from "friend" to "enemy," irreversibly; and

The Third ...Recognize, therefore, that all actions, no matter how small or seemingly inconsequential, must be self-monitored on a regular, consistent, and on-going basis, for their article and continuous appropriateness, and, even more importantly, for the reactions that they might incur.

"Remember the Butterfly!" my graduate administration students used to say. This was the motto adopted for their administration practice after they had come to be customary with Chaos system and had found an explanation for the chaotic events that they were experiencing as managers. Chaos system brought new meaning to their administration efforts, especially after they had all experienced the first "bite" from chaotic events. One of the reasons that first experiences with chaotic events are so surprising is that we are often told in our administration classes that we are not to "sweat the small stuff" -- that we are, instead, to "take care of the big stuff" and the "small stuff will take care of itself." [This is a quote from one of my administration professors, but every administration pupil has heard a similar bromide.]

By not "sweating" the small stuff, one is led, inexorably, into chaotic events, because one's administration reliance buildings has been formed to consider "small matters" as inconsequential, insignificant and beneath one's notice. Nothing could be added from the truth!

When Chaos system was first explored as an explanatory system for administration practice, Dan Griffiths, Ann Hart and Billie Blair wrote: "A great many facets of administrative work cannot be described, explained, or unbelievable by current [management] theories...[managers] are chagrined when seemingly minor and innocuous events that are swiftly forgotten surface later as major lawsuits, noisy demonstrations, acrimonious confrontations, or strikes. These events do not seem to be linked to the [manager's] competence, foresight, intelligence, knowledge, or sensitivity. Because
these events are unrelated to the customary relationships that review a leader's work, they recite a form of disorder that reappears with seeming regularity."

As you scrutinize your work as a employer and leader, scrutinize with fresh application the incidents that have preceded truly chaotic events and begin to review for yourself what these events consisted of -- I think you'll be amazed to find that all chaotic events have their roots in a very small, "triggering" incident. And, as you look at your practice of management, "Remember the Butterfly!"

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