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Complex Adaptive Leadership

Complex Adaptive LeadershipI was given Nick Obolensky’s Complex Adaptive Leadership ’, published by Gower, as a gift just before Christmas, and only now have gotten around to reading it. I like books which have a management and leadership theme associated with uncertainty: after all leadership (and management) are about uncertainty and trying to reduce risk, but I digress.

I did not find Complex Adaptive Leadership an easy book to read, but I did find it interesting. Obolensky’s thesis is that traditional leadership is oligarchic and requires an individual to act in a decisive way. He proposes that complex adaptive leadership is polyarchic: that is leadership of the many by the many. He is not proposing that oligarchic leadership is thrown away, but rather that oligarchic and polyarchic leadership are complementary. This is the paradox, and it creates a tension as well as uncertainty. Really the book is about alternative ways to view leadership in dynamic situations.

Obolensky draws heavily on systems thinking, Taoism, and complexity thinking, with references to chaos theory thrown in for good measure.

system planYesterday I was asked – “What are the essential components of a knowledge management system?” Now this is no easy question because it is laden with assumptions, most often that we can actually build a knowledge management system from the ground up! The assumption being that a knowledge management system is a hard system, which it isn’t. Here’s my answer.

A knowledge management system is a soft system of systems with open boundaries. It is made up of components from the mnemonic PISHI (1), which stands for people, infrastructure, software, hardware, and information. This classification represents real things in the real world, and each of these things is linked together by processes so that an output is realised to meet an objective – in this case knowledge. In the modern business world, all components are essential.

I've done a good deal of reading lately around my usual themes of knowledge management, project management, and network analysis. I've also been reading a good deal about chaos, complexity, and systems, which are other areas of interest. In synthesising all of these disciplines I've come to realise just how useful Dave Snowden's Cynefin Framework actually is, and I have decided to incorporate it into my doctoral thesis. I just wish Dave would publish his long promised and overdue book. So I can gain a greater understanding of his framework I've decided to enrol in his next course in Australia , but I digress.

In an earlier blog I mentioned of Remington and Pollack's book "Tools for Complex Projects ". They classify projects as being structurally complex, technically complex, directionally complex, and/or temporarily complex. Now it seems to me their classification and the Cynefin Framework fit together very nicely, as shown in the illustration.

Cynefin Framework and Project Management

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