Maggie Atkinson Consulting Ltd

Change management in a challenging world


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Mutual Professional Mischief: it's complex, not chaotic

Posted on March 21, 2017 at 10:10 AM
I have lost count of how many times people looking at current issues of politics, economy, service design and delivery, sigh and say "it's chaos isn't it?" Well ...... actually? no. It's multi-layered and can be very complex. Chaos is different. Chaos is often explained using a now-well-known image. People say it's the un-foreseeable effect, the thing that comes flying in from left field and knocks everything off kilter. The beat of a butterfly's wings in a rainforest in Brazil that somehow triggers an avalanche half way round the world, or sets off an earthquake in Indonesia. I'm never sure how far such images help, given the enormity of the notion chaos presents, of flailing chains of apparently unconnected events triggering each other and creating disorder, through which people trying to run things must battle. Fans say chaos creates moments of extreme coping that turn into creativity and flair. But in dictionaries, chaos is "a state of utter confusion or disorder." Chaos is discussed in literature, policy making and the media as the place where we live when we experience no boundaries or defences to what assails us: disorganisation and loss of control: a confused, disorderly mess. But look again: mathematics says chaos ruled in the infinity of space, in the supposedly formless matter preceding what mathematics considers is an "ordered universe." Cutting edge physics and astronomy, however, see things differently. Their universe is infinitely diverse and interactive: far less classically "ordered" or predictable. You may be saying, "It IS chaos here in public service land. The pace, the pressures of rising expectations and falling resources, accountability regimes that look through a lens of their own, all place us under constant pressure. We have some people - workers and clients alike - at breaking point. We have no spare capacity or energy to institute change when the day job is done in a howling gale, with things we'd otherwise rely on being thrown around in the storm. The unforeseen and unforeseeable happen as a result. There you go. Chaos!" I don't see chaos though. I see complexity. Complexity is not chaos, though the science and maths that underlie Chaos theory gave birth to Complexity theory. Complexity is captured in fractals, those mathematically generated patterns which repeat from the macro to the micro and then nano levels in intricate connectedness, layer on layer. You can look at fractals from any angle, and wherever you start you will see the same interconnections at work. Complexity is about how connected everything is, even when we think - or sometimes wish - it wasn't so. The theory is useful for working in public services, if for no other reason than because of its ability to help you explain what's going on: to yourselves, to each other, your clients and communities.. A complex system has numerous subsystems that interact with each other through multiple, nonlinear, recursive feedback loops. A "simple" system - if you work in public services and yet still stubbornly believe it actually exists in real life - has parts that interact, but the feedback in the system is linear. In a "simple systems" world, starting point A leads beautifully and directly, in a straight and uninterrupted line, to a finish point at B. And the consequence of the linear journey is C. If that clean clear straight line thinking doesn't remind you how policymaking at the centre works, do please leave your screen for a moment, have a sit down, a cuppa and a think. It's just not as simple as that. It's complex. Which is not a bad thing, just a reality. Public services find ways to work with both the challenges presented, and the energy generated, by complexity. Working in the thick of complexity challenges everybody's ability to build connections, then to make the most of them, in vital partnerships that include services coming from a wide range of starting points into a common shared space. These connections are hard to maintain when resources are scarce and demand increasing. Working within complexity is undoubtedly a challenge. Interactions between public services throws up the need to be open, transparent, communicative, able to adapt and change, in ways that challenge risk aversion, territorialism and professional jealousies. The determination I see in localities to change models of service towards early intervention and prevention in multi-agency settings is complexity in action. The best of it is honest, brave, flexible, creative, insistent that always doing what we always did doesn't cut it any more. It presents a direct challenge to policymaking that likes A-B-C thinking and lines of accountability because you can measure a straight line but you can't measure a fractal. It's complex. It can't be explained or simplified by making a tick box to overlay it. But as localities that have stayed with the complexity and harnessed the energy know replicates and responds to real life. It's not chaos. It's complexity.

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Ah, to live in interesting times!

I'm sure that, like me, for many contacts and colleagues, working days are running in anything but the usual order, anything but the usual way. For me, business has stopped for the time being, all bar finishing off some vital tasks to conclude a great assignment with a client whose people gave, gave and gave again as I worked to help them problem solve and solution find. I am still adjusting to the fact that, the diary being on hold (not closed!) there is, for the first time in my working life, no rush.  No urgency in getting that domestic business done around my business and the people who seek to use it. I can take my time in the kitchen and the garden, at the piano or in my permitted outside exercise a day.  This is not my style, and it makes me a bit jumpy.  It's a struggle to believe it, let alone let my clock run slower than usual.  For former colleague DCSs and their staff and partners, whilst some of the everyday clutter might have set itself aside, their days are very full, their sleeves rolled up and their heroic efforts focused on ensuring the people they serve are as safe as possible, for as long as possible, with as much dignity and support as can be afforded them. I salute them, as ever.  I do remember what single community crises were like when I did the job.  But then there was simply nothing of the scale, or the likely longevity, of the current massive challenge facing them, and society, right now.   


This period of enforced introspection has got me thinking, mostly in the researcher part of my brain.  What I see on a daily basis is that, beyond the muppets who don't think Covid19 is serious or could affect them and won't modify their conduct beyond getting mad and behaving badly, thousands of people are just doing good. Volunteering, offering simple help like dropping off shopping on a neighbour's doorstep, going a LOT further and putting themselves on the line, offering free online support to parents whose children are not at school so everybody may be feeling the strain.  The observer in me is starting to hatch some ideas that would bear scrutiny when this is all over.  Here are some research questions you might help me think about!


Will the economy recover? Or will we have to grow to being, by necessity, a more socially aware nation that seeks out and supports our strugglers rather than blaming them for their own situations then getting on with our own lives?  What will a national workforce look like when we are through the other side?  Will we stay connected, or are we likelier to go back to being frantic, self-absorbed, as our pre-crisis behaviour tended to make us?  Will the memory of when people pulled together, stayed local, formed bonds via Zoom or Skype or WhatsApp linger?  Will we mark when we realised that "We don't need that meeting" was an actual thing?  When people found both altruism and skills they didn't know they had?  When all this is over, can we harness citizen research as well as that done in academia to explore the phenomena we are witnessing as people turn towards others as well as addressing their own concerns?  Or does it take a serious crisis, another Covid19, to make us step into a shared mental and emotional space and capture what it teaches us rather than staying in our own, meaning we will forget? I'm working on some approaches to research bodies on all this, given this is a truly remarkable, as well as a sad, scary, deeply unsettling and uncertain - an "interesting" - time.


If you would like to co-explore what I ruminated on above, or if like me you are watching fascinated as people stop buying what they don't need and concentrate on what they and others do need? Together?  Please get in touch!  


And in the meantime? Stay safe.  Good luck. And if you are in an organisation that's keeping us all going, thank you.

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