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| Ability |
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Context |
| Organisational Leadership in accordance with the principles of nature. |
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This is a fascinating book that proposes that the Leadership of the future will model the principles of Quantum Physics.
Generating information and enhancing relationships are the foundation of this philosophy. |
| External Behaviour |
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Emotions (Sustained) |
Communication both written and verbal.
Searching for new information, new ideas.
Actively engaging with people whose views differ from our own.
Searching for new models, new relationships and new systems.
Exchanging information and energy with other systems.
Looking for and encouraging new feedback loops.
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Excited. Optimistic. Energetic. Focused. Relaxed. Open. Vulnerable. Euphoric. Enthusiastic. Having fun. Being certain. |
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Emotions (Transitory) |
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Anxious. Doubtful. Pessimistic. Tense. Confused. |
| Test for values and beliefs |
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Strategy A (test for beliefs & values satisified) |
Feeling the energy generated by people and systems interacting.
Order in chaos is perceived as an energy.
The feeling that comes from being directed by guiding principles regardless of the chaos and uncertainty.
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Maintaining non-equilibrium. Encouraging small trends and changes. Jumbling and re-organising information.
Creating relationships between people, between units and between tasks. Looking for structures that facilitate relationships. |
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Strategy B (test not quite satisified) |
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Feedback amplifies disturbances and creates instability which generates more information.
Encourage uncertainty.
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Strategy C (test not at all satisified) |
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Encourage equilibrium busters and facilitators of disorder. |
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| Enabling beliefs and values |
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Communicating clearly and constantly principles, vision, values and beliefs.
Taking on the form that best suits at the time.
Opening the gates to greater ambiguity and complexity.
Knowing the "truth" does not have to exist in objective form.
Finding and modelling natural systems. |
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Beliefs & Values About The Ability |
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| Beliefs and values about the ability |
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Definition of beliefs and values |
Trusting the chaos.
Having focus not control.
Focusing on direction.
Letting transient forms emerge and disappear.
Allowing forms to change and the mission remaining clear.
Looking for order in chaos.
Being constrained only by purpose. |
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Leadership is more like jazz than leading an orchestra.
Improvisation is the skill needed.
Leaders select the melody, tempo and invite the players.
We do not need to know the notes ahead of time if we are willing to engage with the music.
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| Core beliefs and values |
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Supporting beliefs |
We are co-creators of the Universe.
The philosophy has deep support from nature and natural systems.
Nature creates the call and the answer. |
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Surprise is the only route to discovery.
Flow of information make the system more resilient.
Conflicting information is rich with possibilities.
The Vision should inspire not describe.
Thinking globally and acting locally will change large systems.
Unity is expressed as diversity. |
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| Additional Comments |
Organisation
Structures should be flexible, have no boundaries, be enabling and free of the illusion of security. Organisations should be guided by principles not complex controls. Guided by key patterns that express the systems overall identity with autonomy for the individual system members. Organisational qualities are: values, culture and vision.
Organisations as Systems
Working with the system anywhere will create quantum leaps that will manifest affects in the distant parts of the system. A system is a relationship between discreet parts, the power is in the relationships. Systems cannot be reduced to a simple cause and effect. Qualities are: rhythm, flow, direction and shape. Move out to see order and structure.
Organisations as Self Organising Systems
Actively exchanging with other systems. Import energy and export entropy. Has only a basic structure to support the development of the system and protect it from reactive changes. Should have a strong frame of reference so that global systems achieve greater levels of autonomy. Do not limit to one structure or idea or perception. Systems and flexible structures reconfigure themselves with feedback and the system becomes more resilient. system is guided by identity, values, traditions, competencies and culture. Shows stability over time. Encourages fluctuations at local level. Has a level of consciousness e.g. the ability to process information. Is the unification of paradoxes. Has no predetermined course. Adapts to its environment. Creative individuals can have a large impact on the system because fluctuations can be amplified by feedback loops. Feedback indicates the need for change which leads to growth. Over time feedback reduces entropy. Has no command control. The more freedom the more order. Similarity is found in people not roles. Must be a living entity encouraging the flow of information. Attention should be on the energy and relationships required to produce an outcome. The task determines the organisation's form. Must be able to process data with a high level of self-awareness. Guiding rule it must remain consistent with itself and its past. People need the pull of the strange attractor to stay within the basin of activity.
Information
Information does not need to obey the laws of matter and energy, it can assume any form. Information can communicate instantly anywhere in the Universe. When information is amplified by iteration then significant change can result.
Environment
The environment disturbs the system, it provokes a response, information causes fluctuations, feeds back onto itself, acts as an auto-catalyst and the system re-organises at a higher level. The environment is uncreated until we engage with it. Action creates the environment. Autopoiesis - renew whilst maintaining the integrity of the structure and merges with it's environment.
Chaos
Is order with predictability. System does not exceed finite boundaries. Strange attractors are a magnetic force, a basin for activity, pulls behaviour towards it and has meaning. A cohering presence of purpose, gives people the capacity for self-reference.
Employees
Are fields of energy. Live up to observations and expectations. Every contact that an employee has with someone becomes a moment of truth because at that point they represent the entire organisation. You cannot describe a person's role or potential unless the relationships with others is established. People are the conduit for organisational energy. Motivation comes from: vitality, values and culture. The quantum model is a pattern of active relationships.
Observation
Knowing is disrupting. We interfere by measuring. Is determined by what we decide to measure. Invokes the information we are looking for. Eliminates the opportunity to observe other things. Effects present and past. Effects the origin of everything. Closes the box on other possibilities. Observation will invoke a potential that is already present.
The Universe
Denotes and creates itself through relationships. Welcomes diversity. Is a no-thing of information.
Change
Change is discontinuous and beyond predictability. Change is generated by new connections and should not be challenged by imposing a model from elsewhere.
Morphogenetic Fields
Can be physically experienced, you cannot talk people into it they have to experience it, there is no reality until observation. Create an organisational Vision field, involve everyone. Vision field should be congruent with organisational goals. The fields should have quality of form that can be taken up by the energy of the receiver. Fields take energy from other sources. Fields shape behaviour of those people who experience them.
Ownership
Fosters personal links to the organisation and creates a feeling that can inspire people. People support what they create.
Self Referencing Systems
System must be unifying. Self referencing is what separates humans from machines. Self referencing is the solution to control, motivation, ethics, values and change.
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