Teams aren't complicated - they are complex

The inherent complexity of each person means that as we operate in teams, complexity is a useful concept to keep in mind. Photo by Campaign Creators on Unsplash

When I'm working with teams and leaders, there is always one model that sits in my head. It's called the Cynefin model. Whilst I find it hard to pronounce (my understanding of Welsh is pretty much non-existent), it is incredibly influential in the way that we are able to look at ourselves and our teams. Basically, the Cynefin model talks about different types of systems:

1. Simple
   Also known as obvious, this is where systems have a linear connection between cause and effect. You might think of operating a light switch. With high predictability and immediately observable results, you can see what happens if you turn the light switch on or off.

2. Complicated
   This is a series of connected simple systems. Even something as technically challenging as a jet engine might be considered complicated. It is possible (for people much smarter than me), to understand how each part interacts and the link between cause and effect (even with lots of links in the chain).

3. Complex
   In complexity, there is not a linear relationship between cause and effect. The best example that I can think of is the weather, which is incredibly complex. Our meteorologists make remarkably accurate predictions on most days by using modeling based on current and historical patterns - and get it wrong occasionally simply because we cannot know exactly how all of the parts of the weather system will interact.

4. Chaos
   In chaotic systems, there is no apparent connection between cause and effect. This feels to me like dealing with a toddler in the middle of a tantrum! Our adult minds typically cannot understand why they are upset or what will make them more or less upset.

You can Google some more for yourself - be warned, it could lead you down a few rabbit holes!

I am not an expert in complexity or systems thinking. I know enough to know that I have much more to learn! This model sits in my mind as a useful reminder. You and I as humans are complex systems. We are volatile, unpredictable and there is no way that anyone can 100% guarantee that our actions will be exactly the same - even in response to the same or similar stimuli. We know that within ourselves. So, what happens when we bring a group of complex humans to work together? Of course, it's complex. Throw into that mix that we are working with other complex teams in fast moving environments and you can see that we are operating in layers of complexity.

OK, so what's the point? One of the hallmarks of complex systems is that, by definition, the same action may lead to different results. There are some causal relationships that seem clearer in hindsight (hence the value of reflection), but there aren't guarantees of exact replication.

This is an uncomfortable, but important concept for us to grapple within our teams. In complex environments, where cause and effect aren't linear and repeatable, we can't have real certainty. There might not be the right answer or the right way. Sometimes there are many "right" answers - other times there are none. It's the reason that teams in the 2020s need to be able to learn, adapt and respond to their present context as opposed to being governed by the processes and structures of times gone by.

Some questions for you to consider this week:

1. Do you see complexity play out in the teams that you are a part of?

2. How can your teams become more comfortable operating in complexity?