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Build Adaptive Capacity
In mathematics there is a group of patterns referred to as “attractors”. In complex systems, recognizable patterns of behavior can evolve over time, based on the system’s initial conditions. Mathematicians studied those patterns and identified unique sets of conditions that shape the different types of patterns. We use the insights of these mathematicians to inform our basic decisions and actions.
Business & IndustryCollaborate to Create Community
Diversity is everywhere. Yet, in our organizations we sometimes say we want diversity, while we fail to set conditions for it.
GovernmentLead in Complexity
Everyone can be a leader. From the boardroom to the backyard, leadership is in your reach. Regardless of whether or not you have a formal leadership role, you can take action and set conditions for those around you to be successful. Here is how: 1) recognize the leadership opportunities available to you each day, 2) use your ability to influence and take action, and 3) find the tools and tips needed to lead even when the situation is complex.
Manage Strategic Change
Consulting is a many-faceted job, particularly in the complexities of today’s organizational landscape. For good consultants, every call brings a new, unique challenge. Each organization has its own assets and barriers. When every situation is so unique, where can you start?
Teaching & LearningBuild Adaptive Capacity
In this blog, Royce Holladay offers insights about the skills and abilities required in developing adaptive networks that support system-wide collaboration.
The “attractor” is not the thing that “attracts”. It is the pattern of relationships that emerge over time in a complex system.
When I first encountered attractors—strange and other kinds—I thought they were cool. Even more than that, I thought they were the key to the next generation of change paradigms. I still think that may be true, but I seldom talk about them anymore. I almost never teach them because it is so hard to understand them well and very easy to understand them badly. The only reason I am talking about them now is that I cannot think of a better way to explain what I see in this emerging present. So, here goes.
Dealing with a performance issue is a bit like dealing with a hip injury: it can feel like a real pain in the gluteus maximus. It can also change your perspective on managing people, particularly when you ask the question, “Am I dealing with a problem or a pattern?” One of my clients—let’s call him Bob—met with me to talk about a performance problem he faced. He called it a “problem employee.” This employee was behind on work assignments, increasingly absent, and causing frustration within the team.