“From chaos and complexity to elegant simplicity...”[1]
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Getting from the shell of a walnut to the kernel is an easy process; you just need a nutcracker. In essence you are getting into the nutritional matter of the nut by breaking the outer protective shell that keeps it healthy and edible inside.
Getting from the shell of a walnut to the kernel is an easy process; you just need a nutcracker. In essence you are getting into the nutritional matter of the nut by breaking the outer protective shell that keeps it healthy and edible inside.
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Working systems also have layers over them, but let us think of the outer shell as complexity, and the kernel as the real issues to deal with. Now, we have to deal with the complexity -- there’s no getting around it. We have to break through and reconcile these issues if we’re going to settle the main problem, just like we have to break through the shell to get to the kernel inside the nut in order to eat it.
Working systems also have layers over them, but let us think of the outer shell as complexity, and the kernel as the real issues to deal with. Now, we have to deal with the complexity -- there’s no getting around it. We have to break through and reconcile these issues if we’re going to settle the main problem, just like we have to break through the shell to get to the kernel inside the nut in order to eat it.
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Trying to break the shell and work with organisational systems -- with people in them -- is a different matter altogether. These are but a few problems:
Trying to break the shell and work with organisational systems -- with people in them -- is a different matter altogether. These are but a few problems:
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- It is people that introduce complexity,
- It is people that introduce complexity,
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- It is in trying to satisfy people that we often create (and prolong) issues of complexity, and
- It is in trying to satisfy people that we often create (and prolong) issues of complexity, and
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- Some issues of complexity are necessary, whilst some are unnecessary; some are plain problematic whether necessary or not.
- Some issues of complexity are necessary, whilst some are unnecessary; some are plain problematic whether necessary or not.
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Complexity brings with it problems and issues to be solved. However, organisational systems, by design -- to work effectively and efficiently -- need to be as simplistic as possible. Simplicity is power.
Complexity brings with it problems and issues to be solved. However, organisational systems, by design -- to work effectively and efficiently -- need to be as simplistic as possible. Simplicity is power.
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When we achieve simplicity in a way that includes all the complex issues that must be taken into account we have achieved elegant simplicity -- the result has elegance about it and anyone who’s worked in any organisation can attest that this result is rare. Yet it need not be.
When we achieve simplicity in a way that includes all the complex issues that must be taken into account we have achieved elegant simplicity -- the result has elegance about it and anyone who’s worked in any organisation can attest that this result is rare. Yet it need not be.
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Two great quotes demonstrate the tension we must hold in finding elegant simplicity:
Two great quotes demonstrate the tension we must hold in finding elegant simplicity:
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“I wouldn’t give a fig for the simplicity this side of complexity, but, I’d give my life for the simplicity on the far side of complexity.” -Justice Oliver Wendell Holmes.[2]
“I wouldn’t give a fig for the simplicity this side of complexity, but, I’d give my life for the simplicity on the far side of complexity.” -Justice Oliver Wendell Holmes.[2]
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“Any idiot can simplify by ignoring the complications, but, it takes real genius to simplify by including the complications.” -John E. Johnson.[3]
“Any idiot can simplify by ignoring the complications, but, it takes real genius to simplify by including the complications.” -John E. Johnson.[3]
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Again, keeping things simple by including complexity is very rare indeed. All sorts of organisations are grappling with this scourge of post post-modern existence. Common problems are people:
Again, keeping things simple by including complexity is very rare indeed. All sorts of organisations are grappling with this scourge of post post-modern existence. Common problems are people:
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1) Resist thinking because it is hard work,
1) Resist thinking because it is hard work,
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2) Get too detail-oriented and processes get bogged down, and
2) Get too detail-oriented and processes get bogged down, and
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3) Perceive things differently and disagree too much. (I’ve been in meetings where all five people there disagreed with each other!)
3) Perceive things differently and disagree too much. (I’ve been in meetings where all five people there disagreed with each other!)
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The following things are part of the answer toward elegant simplicity:
The following things are part of the answer toward elegant simplicity:
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- Don’t forget the big picture -- every now and then (regularly) come back to the ‘helicopter’ viewpoint.
- Don’t forget the big picture -- every now and then (regularly) come back to the ‘helicopter’ viewpoint.
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- For every problem, assign ‘the simplistic view’ to some people. Ask them to be deliberately simplistic and challenge any complexity they see. Give them license.
- For every problem, assign ‘the simplistic view’ to some people. Ask them to be deliberately simplistic and challenge any complexity they see. Give them license.
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- Understand that people introduce and entertain complexity for all sorts of reasons -- some of these are not genuine. Some are due to impure motives. This is the worst complexity.
- Understand that people introduce and entertain complexity for all sorts of reasons -- some of these are not genuine. Some are due to impure motives. This is the worst complexity.
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- Don’t be afraid to think laterally and innovatively (which is “implementing creative ideas”). Thinking will break down complexity every time.
- Don’t be afraid to think laterally and innovatively (which is “implementing creative ideas”). Thinking will break down complexity every time.
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- Believe in your heart that there is simplicity everywhere -- because there is. We just need to be able to see it. This can only happen when we work hard on our thinking.
- Believe in your heart that there is simplicity everywhere -- because there is. We just need to be able to see it. This can only happen when we work hard on our thinking.
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We ought to remember this truth-saying of Morton C. Blackwell’s, “Don’t make the perfect the enemy of the good.”[4] In other words, perfection is not the goal in today’s world -- and it’s never been the real goal -- perfection is not necessary if we can deal with the ‘people’ element. If we can get people to accept this we’re over halfway there.
We ought to remember this truth-saying of Morton C. Blackwell’s, “Don’t make the perfect the enemy of the good.”[4] In other words, perfection is not the goal in today’s world -- and it’s never been the real goal -- perfection is not necessary if we can deal with the ‘people’ element. If we can get people to accept this we’re over halfway there.
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When people finally accept...
When people finally accept...
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- Things not going all their way,
- Things not going all their way,
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- Solutions that are less than perfect, but all-the-same, acceptable, and
- Solutions that are less than perfect, but all-the-same, acceptable, and
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- Outcomes that even leave some level of (tolerable but nonetheless) residual discomfort,
- Outcomes that even leave some level of (tolerable but nonetheless) residual discomfort,
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... They’re able to move on to the next revelation, and the greater good of the system can finally be achieved with simplicity, whilst bearing the essential complexity. Enter leadership, and the product of people leadership, teamwork.
... They’re able to move on to the next revelation, and the greater good of the system can finally be achieved with simplicity, whilst bearing the essential complexity. Enter leadership, and the product of people leadership, teamwork.
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People are the problem in achieving elegant simplicity outcomes to organisational quandaries. The real missing link in achieving organisational elegant simplicity is leadership. True leadership will get us there, negotiating the people issues as it goes. Most issues are people issues.
People are the problem in achieving elegant simplicity outcomes to organisational quandaries. The real missing link in achieving organisational elegant simplicity is leadership. True leadership will get us there, negotiating the people issues as it goes. Most issues are people issues.
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True leadership is about engendering teamwork and togetherness, whilst making courageous decisions, in achieving elegant simplicity; it’s beginning (and continuing) with the end in mind.
True leadership is about engendering teamwork and togetherness, whilst making courageous decisions, in achieving elegant simplicity; it’s beginning (and continuing) with the end in mind.
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Copyright © 2008, S.J. Wickham. All Rights Reserved Worldwide.
Copyright © 2008, S.J. Wickham. All Rights Reserved Worldwide.
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