User: cacace

Dear Lady G. Thank you for the comment. Your view on this topic is precisely where the study's hypothesis resides. You will see, when the resulting article is published, that my recommendation to business is that leaders must learn to skillfully guide and nourish chaos for its hidden gems. Funny that you mention colored glass in a kaleidescope -- a fitting analogy indeed. This is the way to competitive fitness in a hypercompetitive global economy. Stay tuned -- and I will post the link to the final article in January/February 2009.
Kind regards, Al

Chaos gets a bum rap

When I think of chaos I envision a tropical storm cutting through a city, thousands of ants meandering with no apparent purpose, travelers in Grand Central Station, the New York Stock Exchange, and a clowder of cats. Words that come to mind include uncertainty, disorder, disaster, ambiguity, risk, and indecision. Or, how about order, creativity, chance, opportunity, diversity and evolution? Just in time for the historically significant economic downturn of 1987, Thriving on Chaos (by Tom Peters) hit the book stores to high acclaim. Peters posited the then-absurd notion that chaos can be a friend to business. As popular as it was, it now seems we've allowed this prophetic masterpiece to fade into the dark recesses. Well, we have reinforcements from the sciences!

In conventional vernacular, chaos is generally accepted as those dangerous, random, disruptive events in our lives. This fits nicely into the western-manner of separating good and evil. Dividing things up in this manner simplifies tagging and sequestering our nemeses and gathering and welcoming the good stuff. This satisfies – until we discover, hidden deep within the disposed-of bad stuff, were gems of uniquely valuable opportunity. Upon tossing-out chaos, lock-stock and barrel, we’ve essentially thrown the baby out with the bath water….

To unlock the hidden gems in chaos we require realignment of our conventionally defined notion of chaos with help from quantum mechanics, fractal geometry, information sciences, and eastern philosophy. For purposes of distinguishing our science and philosophy version from the conventional, I'll capitalize the former as Chaos. Within its domain, Chaos is a complex, living, self-organizing force of nature. Okay, I don’t believe in ghosts either – so stay with me…

The two versions share at least one common behavior; either may crash the party anytime, anywhere. Uniquely however, our Chaos is alive; arriving complete with most of the genes it needs to achieve its eventual form. It will fetch the remainder from sources, or stimulants, in its available surroundings; some of which we have the power to influence, and a few auto-fold-in by way of random selection. Examples that come to mind include the systems that power natural evolution of species, world financial markets (e.g. Wall Street), our careers, our family life, and the behavior of celestial bodies. And, oh, fractals.

We react and deal with Chaos in as-many and varied ways. Some of us have little or no tolerance for uncertainty. Some of us are paid handsomely to hunt it down and snuff it out; yet where we may see only ambiguity and discord, an insightful few possess the unique talent for coaxing opportunity from Chaos, and (ah!) from others’ reactions to it. Again, the stock market comes to mind here.

A minority of esoteric artisan-businesses live comfortably near the edge of Laissez-faire Chaos; but for the rest of us, the trick is to harvest and channel the creative by-products of our Chaos-connected artisans (the people doing the work) with controlled grace. Many managers carry into their promotions the idea that the problem-solving skills that set them apart as an artisan suffice to continue their success as an executive. Unfortunately this too-often results in i-know-best doctrines stunting wisdom of the masses – or better, wisdom of the trenches. It is the trenches where much Chaos channeling and harvesting takes place, and here is where our manager-leader is no longer directly connected. "Just hold on loosely but don' let go / If you cling too tightly you're gonna loose control." - from 38 Special's 'Hold On Loosely.'

All actors on the stage of uncertainty perform an important and symbiotic role. In any organization, talented leadership will ensure that visions, missions, and contributors are selected to make the most of uncertainty and Chaos; e.g. a well-trained military prepares for the fog of war NOT by lazing around in a fog. Training in a formal structured environment remains key, but not to the exclusion of natural ability to self-organize and tap into the creative judgment needed to remain alert to circumstances. We prepare and then trust our well-trained and carefully-selected troops to enmesh with Chaos; in this way they are more likely to deliver superior results! The difference is the choice between business by arrogance, myopia, and fear; leading to complacency, unwanted surprises, and organizational entropy -- vs. business with creativity, diversity, and vision; leading to evolution, growth and fitness.

Chaos is the feared, venerate, and omnipresent force of nature – the 800 pound guerilla. It can disrupt best-laid plans, but if channeled and harvested with grace and savvy it will deliver the diverse byproducts required to remain competitive and fit in today’s hypercompetitive economy.

What do you think?

Your comments and suggestions will help shape an article I am writing for ISSIG.

Albert John Cacace MBA, PMP Chief Analyst & Consultant Multimedia Republic www.multimediarepublic.com Boca Raton, Fl USA