1. Lessons from: Chaos Theory and the Complexity Sciences
J. Gwen Kennedy, Ph.D.
ASTD luncheon
November 12, 2008

2. Must go faster… Life: much faster pace www; new technologies
globalization
increased diversity in our workforce and customers
Clients demand faster, lower cost, better quality

3. The First World View… Linear View Language of: Either/or
Beginnings and endings
Right or wrong
Control
Predictability
Linear View

4. A Second World View… Systems View Language of: Boundaries
Pieces and Parts
Comparisons
Movement
Exercise: 5 minutes

5. Complex Adaptive Systems
A Third World View…
Complex Adaptive Systems
Language of:
Interconnectedness
Non-linearity
Dynamic
Unpredictability
Emergence
Self-organizing
Presentation Time: 5 minutes
Exercise: 10 minutes
Debrief: 5 minutes

6. Patterns of Behaviors in Human Systems
Low
Random
Chaotic
Self-Organizing
Complex
Agreement
Rational
Simple
High
Predictability of Outcome
High
Low
Adapted from Ralph Stacey’s Agreement and Certainty Matrix found in Edgeware: Insights from Complexity Science for Health Care Leaders, pp
(c) 2003
J. Gwen Kennedy, Ph.D.- Finding Work/Life Balance in Chaotic Times

7. Eoyang’s CDE Model C D E C = Container D = Differences E = Exchanges
The container is the boundary that define what is “in” and what is “out”, i.e. the shared goal, collective consciousness, the common ground, “the box”.
Differences determine the primary patterns of behavior that emerge within the system. While there are many differences, focus on which difference makes a difference - either positive or negative.
Exchanges of information, energy and resources across differences. Focus on what exchanges transform the system - change the direction, speed, or effectiveness of the system.
J. Gwen Kennedy, Ph.D. (c) Kennedy & Associates (907)
Kennedy & Associates (c) 2002

8. Zimmerman’s STAR Model

9. Self-Organizing Exercise
Craig Reynolds’s BOIDS. The basic flocking model uses three simple steering behaviors based on:
Separation
Alignment
Cohesion
Without verbally or non-verbally communicating, identify two other participants. Stay equal distant from your two people. Be safe, do not collide with or run into anyone. And if possible move in the same general direction as a group.

10. Simple Rules Simple rules guide complex systems.
In human systems simple rules are the core values in action.

11. Simple Rules cont.
You can discover your rules in your story of critical decisions – the cross-roads – the decision that has shaped your path.

12. Your Own Simple Rules
Think of a situation where you had to make a critical decision.
What was the situation?
What made it difficult?
What did you consider?
What did you decide?
How has it made a difference?
Share your story with one other.
What did s/he hear?

13. Personal Simple Rules Always go for the learning experience
There will always be enough money
Respect and value others
Seek serendipity and synchronicity

14. Positive Deviance
Positive Deviance (PD) is an approach to personal, organizational and cultural change based on the idea that every community or group of people performing a similar function has certain individuals (the "Positive Deviants") whose special attitudes, practices/ strategies/ behaviors enable them to function more effectively than others with the exact same resources and conditions.
Same resources; different behaviors
Reinforcing desired behaviors
Learning through discovery within the community
E.g. Jerry and Monique Sternin’s work with child nutrition in Vietnam

15. Resources
Olson, E. and Eoyang, G. (2001). Facilitating organization change: Lessons from complexity science. San Francisco: Jossey-Bass/Pfeiffer
Eoyang, Glenda (2003). Voices from the field: An introduction to human systems dynamics. Circle Pines, MN: Human Systems Dynamics Institute
Zimmerman, B., Lindberg, C. & Plsek, P. (2001). Edgeware: Insights from complexity science for health care leaders. Irving , TX : VHA, Inc.

16. J. Gwen Kennedy, Ph.D. Kennedy & Associates
Facilitating staff and organizational development
(907) (phone)
Website: