{"id":12605,"date":"2020-11-24T09:04:23","date_gmt":"2020-11-24T09:04:23","guid":{"rendered":"http:\/\/onlineclassesguru.com\/index.php\/2020\/11\/24\/are-there-absolute-rules-that-govern-complexity-or-do-leaders-make-up-their-own-rules-based-on-patterns-they-observe-over-time\/"},"modified":"2020-11-24T09:04:23","modified_gmt":"2020-11-24T09:04:23","slug":"are-there-absolute-rules-that-govern-complexity-or-do-leaders-make-up-their-own-rules-based-on-patterns-they-observe-over-time","status":"publish","type":"post","link":"https:\/\/onlineclassesguru.com\/index.php\/2020\/11\/24\/are-there-absolute-rules-that-govern-complexity-or-do-leaders-make-up-their-own-rules-based-on-patterns-they-observe-over-time\/","title":{"rendered":"Are there absolute rules that govern complexity or do leaders make up their own rules based on patterns they observe over time?\u201d"},"content":{"rendered":"<style type=\"text\/css\"><\/style><p>&nbsp;<\/p>\n<h2>Are there absolute rules that govern complexity or do leaders make up their own rules based on patterns they observe over time?\u201d<\/h2>\n<p>&nbsp;<\/p>\n<p>Discussion Topic: Respond to the below student posting by challaging using more resources;<\/p>\n<p>In this week\u2019s readings you will see that each author approaches the topic of complexity theory from various perspectives. Wheatley (1992) makes the topic very accessible. Thietart and Forgues (1995) present us with some of the fundamental theoretical constructs of complexity through their discussion of chaos theory. Plsek and Wilson (2001) examine the way health care organizations are managed through the lens of complexity. After reading these works, please discuss how leaders tend to deal with complexity, while supporting your arguments with citations from this week\u2019s readings. The question around which you should construct your discussion is \u201cAre there absolute rules that govern complexity or do leaders make up their own rules based on patterns they observe over time?\u201d<\/p>\n<p>Student #1 \u2013<\/p>\n<p>Thietart and Forgues (1995) contrast the organization with nature.\u00a0 Unlike nature where laws are immutable (and absolute rules apply), organizations are dynamic entities that change subject to the action of actors inside and outside of the organization.\u00a0 An organizations changes based on the experiences of its leaders and their learning.<br \/>\nWheatley (2006) introduces the concept of self-organizing systems to describe entities that have an ability to reorganize themselves based on new information.\u00a0 Organizations that eliminate physical (i.e., structures) and psychological (i.e., rules) rigidity are more able to adapt to change.\u00a0 These organizations simplify roles, eliminate barriers and create environments where \u201cpeople, ideas and information circulate freely\u201d (p.82).\u201d<br \/>\nHealthcare leaders have historically worked in environments that created detailed procedures and targets in an attempt to control process or overcome perceived resistance to change.\u00a0 Leaders who wish to encourage innovative approaches to complex situations should identify a small set of rules based on observation of changes in the external environment and an understanding of the optimal approach to effecting change within an organization.\u00a0 Plsek and Wilson (2001) refer to these rules as minimum specifications that provide direction, boundaries, resources and permission.\u00a0 As an example, they cite the simple rules used by the Institute of Medicine to contrast healthcare in the US in the 21st century with prior traditions.<br \/>\nIn my current company, rules are kept to a minimum and are primarily used to ensure compliance with regulatory requirements.\u00a0 Associates are encouraged to make decisions based on what is right for the client and aligns with company values.\u00a0 By doing so, leaders are developed and supported at all levels of the organization.<\/p>\n<p>Student #2<\/p>\n<p>There are no absolute rules governing complexity as each situation requires its own recipe for success.\u00a0 I however side with a mixture of Wheatley (2006) and Plsek and Wilson (2001).<br \/>\nWheatley (2006) believes in change.\u00a0 Without change, there is stagnation and ultimately death.\u00a0 Wheatley colorfully explains equilibrium as being a negative term and uncertain why companies and people are striving to die.<br \/>\nThietart and Forgues (1995) believe an organization is not an organization when it is in flux.\u00a0 Organizations must maintain order and certainty as the survival of an organization relies on equilibrium.<br \/>\nPlsek and Wilson (2001) explain a good leader can inspire change as change can be naturally recognized in an organization for a variety of reasons.\u00a0 If a well-oiled machine didn\u2019t need a new carburetor, then a jump start wouldn\u2019t be required.<br \/>\nIt is through my observation positive change is required for success.\u00a0 However, a good leader is required to motivate his staff to ensure the staff is committed to the change and ensure it is implemented successfully.<\/p>\n<p>Student #3<br \/>\nWheatley (1992) really explained some of the key items around equilibrium, one which most leaders wind up going through during complex decision making sessions. Leaders make the mistake that this balance is beneficial without ascertaining the definition and what it would result in. However, on that point, Wheatley (1992) also expands on this regarding equilibrium being something that\u2019s not understood, \u201cAnd I don\u2019t believe it is a desirable state for an organization.\u201d Therefore, one of the takeaways from Wheatley has the point that non-equilibrium is the mode most organizations should be in, because it provides an imbalance and pushes for continuous change and growth. (Wheatley, 1992) One last point taken from Wheatley is that \u201cDisturbances could create disequilibrium, but disequilibrium could lead to growth\u201d (1992).<br \/>\nUnderstanding that complex decision making has its own custom formulas and ad-hoc organizational needs; how a leader reaches a decision requires strategic steps to propagate a fine-tuned outcome. Thietart and Forgues (1995) describe equilibrium as three distinct elements, which are stability, explosive instability and chaotic instability. Understanding when to implement chaos theory elements depends on the variables causing the chaos. \u201cChaotic behavior is likely when the number of variables is equal to or greater than three\u201d (Thietart and Forgues, 1995). A leader needs to then understand each of the variables present in need of change and its chaotic dynamic involvement.<br \/>\nSimplicity may be the key over complete specificity. One of the key pointed described by Plsek and Wilson, which state that this mentality of specificity \u201cfails to take advantage of the natural creativity embedded in the organization, and fails to allow for the inevitable unpredictability of events\u201d (2001). Personally, I found the minimum specification criteria to be quite a change from most of the change requirements within my own organization.<br \/>\nIn all cases, all three articles provided some great points of view around complexity. Understanding how equilibrium is not what it seems, as described by Wheatley (1992). Also,\u00a0 Plsek and Wilson (2001) are focused on the simple factors and building from that level can create innovative elements within organizations.<br \/>\nLooking forward to reading what others thought to be key.<\/p>\n<p><center><a href=\"http:\/\/onlineclassesguru.com\/orders\/ordernow\"><img decoding=\"async\" src=\"https:\/\/encrypted-tbn0.gstatic.com\/images?q=tbn:ANd9GcTyj99p60XCLyLk1htB7-1neRt8-2QdnenNlQ&usqp=CAU\"target=\"_http:\/\/onlineclassesguru.com\/orders\/ordernow\"\/><\/center><p>","protected":false},"excerpt":{"rendered":"<p>&nbsp; Are there absolute rules that govern complexity or do leaders make up their own rules based on patterns they observe over time?\u201d &nbsp; Discussion Topic: Respond to the below student posting by challaging using more resources; In this week\u2019s readings you will see that each author approaches the topic of complexity theory from various&#8230;<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-12605","post","type-post","status-publish","format-standard","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Are there absolute rules that govern complexity or do leaders make up their own rules based on patterns they observe over time?\u201d - onlineclassesguru<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/onlineclassesguru.com\/index.php\/2020\/11\/24\/are-there-absolute-rules-that-govern-complexity-or-do-leaders-make-up-their-own-rules-based-on-patterns-they-observe-over-time\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Are there absolute rules that govern complexity or do leaders make up their own rules based on patterns they observe over time?\u201d - onlineclassesguru\" \/>\n<meta property=\"og:description\" content=\"&nbsp; 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