## Rethinking Organizational Transformation: A Complexity Science Approach (part 3) ![[Business Complex Change 01.jpg]] Welcome back to *Rethinking Organizational Transformation*, the ongoing serialization of my article exploring complex change in organizations. This is the third part of the article, where I delve into complexity thinking and the quest archetype. Traditional change management approaches failed in the ED because they treated the problem as complicated rather than complex, relying on predictable plans that couldn’t address the uncertainty and emergence of transformation. Adopting a complexity-based approach, the ED team focused on experimentation, discovery, and application. They still needed to present progress in traditional project terms to keep executives supportive. The team's innovative results ultimately proved that complex change requires fundamentally different approaches, emphasizing exploration and application over rigid planning and execution. If you've missed the previous installments, don’t worry! You can catch up by following this links to: [[Rethinking Organizational Transformation (part 1) | Part 1]] [[Rethinking Organizational Transformation (part 2) | Part 2 ]] At the conclusion of this series, the entire article will be made available for a comprehensive read. This series is part of Randall Benson's Digital Garden, _ChangeQuest_, where we explore insights, strategies, and best practices for navigating complex change. Let’s dive into today’s topic. ## Complexity Thinking ![[charlesdeluvio-OWkXt1ikC5g-unsplash.jpg]] Let’s explore how complexity thinking diverges from the conventional planning-and-execution (PE) mindset. Complexity science describes change in dynamic environments as fundamentally **non-normal**—it doesn’t follow the predictable rules of the **normal**, business-as-usual context. In the **normal** world, we can often rely on expertise to determine next steps. The way forward is either known or knowable. But in the complex non-normal world, the future is inherently uncertain, even to experts. The only way forward is to iteratively uncover what needs to be done as the journey progresses and as we build the necessary capabilities along the way. This transforms the process into one of **exploration, discovery, and practical application**. In navigating complex change, envisioning ourselves on a path of trials offers insights into the next steps. with the trials typically taking the form of small, rapid, fail-safe experiments. As a rule, these trials manifest as small, rapid, fail-safe experiments, progressively leading to more sophisticated experiments, novel insights and discoveries, and eventual breakthroughs. Throughout this journey, as questers engage in experimentation, they develop new capabilities essential for fulfilling their quest. Unlike traditional change methods reliant on detailed planning and execution (PE), this approach hinges on exploration, discovery, and application (EA). EA fundamentally diverges from PE, emphasizing a process of learning and adaptation In this context, imagining the journey as a **path of trials** offers a helpful framework. These trials often take the form of **small, rapid, fail-safe experiments**, which pave the way for progressively more sophisticated experiments, fresh insights, and eventual breakthroughs. Through this iterative process, questers develop the necessary capabilities and insights needed to achieve their aims. Unlike traditional methods, which emphasize detailed upfront planning and execution (PE), complexity thinking prioritizes **exploration and application (EA)**. This shift underscores the importance of a path of trials: learning through doing and adapting as the situation evolves. %% change the icon for big idea %% >[!Note] >#### Unlike the normal world, things are <u>not</u> known and agreed upon in the complex world. In navigating complex change, we often need a **guide**—not necessarily a subject-matter expert, but someone skilled in the art of the journey itself. This guide plays a crucial role, helping questers answer the call to adventure, assemble the right team, and chart a course through challenges and trials. They support innovation, foster breakthroughs, and ensure the progress made spreads effectively across the organization. Through their guidance, the change process becomes more than just incremental improvement—it drives profound transformation and renewal, reshaping the organization in meaningful and lasting ways. The change makers and their guide need a method for navigating the complex-change journey. The method for creating complex change need not be complex. However, it can be remarkable. Change makers and their guides require a method to navigate the journey of complex change effectively. While the approach to creating complex change does not have to be complex, it must be remarkably effective. >[!Big Idea] >#### The approach to navigating complex change need not be complex, but it must be exceptionally effective. Change makers and their guides require a method to navigate the journey of complex change effectively. While the approach to creating complex change does not have to be complex, it must be remarkably effective. > [!NOTE] >### What Makes Change Complex? > - Volatility > - Unknowability > - Uncertainty > - Ambiguity > - Evolving circumstances > - Unpredictable emergent solutions > - Novelty (lots of novelty) %% There is not development of "what makes complex change?" in this article. It would be expanded by a few paragraphs here. %% ## An Alternative Approach to Transformation Organizational transformation isn’t just complicated—it’s inherently **complex**. Unlike complicated changes, which can be planned and predicted, complex changes demand an adaptive approach that thrives on **exploration, discovery, and iterative application of learning**. Traditional planning-and-execution methods, designed for predictable, incremental change, often fall short in the face of transformation’s unpredictable nature. In fact, over 70% of transformation initiatives fail because they rely on rigid, top-down approaches ill-suited to the fluid and uncertain challenges of complexity. To navigate this terrain successfully, organizations can embrace a mindset of **experimentation and learning**, viewing uncertainty not as a roadblock but as a chance for innovation and breakthroughs. This shift in approach is well-suited for navigating the volatile, uncertain, and ambiguous landscapes typical of complex transformations. This shift in thinking represents a fundamental **paradigm shift** in how we manage transformational change. It challenges the old assumptions of transformation, moving us away from traditional planning and execution toward a more **exploratory and emergent approach**. In complex systems, breakthroughs often emerge from unexpected encounters with the unknown, highlighting the importance of novelty, flexibility and discovery. Complexity thinking reshapes how we view organizational development, emphasizing that transformation is not a linear process but a dynamic journey shaped by interaction with the system itself. New tools have been developed to harness the dynamic and emergent nature of complex environments, enabling leaders to guide their teams through the intricacies of transformation with agility and foresight. These tools are part of new approach based on the **archetype of the quest**. The following delves deeper into the organizational quest. --- ![[Organizational Quest 03.jpg]] ### The Organizational Quest The framework of a quest offers a powerful way to guide organizations through transformative change. Drawing on the archetypal structure of a quest, this approach has proven remarkably effective across industries. Here's a concise overview of how the quest framework supports organizational transformation: ### The Trigger Every quest begins with a catalyst—a crisis or disruption that threatens the organization’s ability to thrive. This could involve challenges to market position, profitability, talent acquisition, culture, or other critical areas. When the threat becomes undeniable, the organization sounds an call to action, rallying support for significant change. ### Objective and Duration The quest’s objective is clear: transform the organization to restore vitality and ensure long-term prosperity. In legends, this was often described as the act of healing the wasteland. These initiatives are time-bound, driven by the pressing need to address the potential future consequences of inaction, which fuels urgency, focus, and decisive action. ### Journey Structure The quest follows a familiar arc: departure, discovery, and return. A diverse team is assembled, often representing various parts of the organization, to embark on this transformational journey. Their mission is to explore, innovate, apply their insights and spread the innovations needed to renew the organization. ### Uncharted Territory The journey leads the team into unexplored areas unique to the organization’s challenges and goals. Whether searching for sustainable technologies, reimagining customer engagement, or developing new business models, the team must navigate complexity and uncertainty, often conducting research, benchmarking, and implementing innovative practices. ### Discovery and Application Progress is made through **small, fail-safe experiments** that test new ideas in real-world scenarios. These experiments reveal new approaches and generate innovative ideas, which fuel even more challenging trials. They lead to breakthroughs that often redefine what the organization thought possible. ### The Prize The ultimate goal—the quest’s “prize”—is a new, sustainable way forward for the organization. Frequently, the rewards extend beyond the initial goal, offering unexpected value. The quest team ensures the solution is robust and practical, ready for broader implementation across the organization. ### Sharing the Prize Once the quest is complete, the team may share their discoveries through workshops, training sessions, digital tools, or open-house events. Disseminating breakthrough designs and innovative practices are critical to ensure their sustainability and adoption. Depending on the scope of the transformation, this could range from targeted initiatives in specific areas to organization-wide rollout of new practices. ### Growth and Development As the team progresses through the quest, they grow into advocates for change, equipped with skills and insights that extend far beyond the immediate project. Their development positions them to mentor others, lead future transformations, and embed the benefits of the quest throughout the organization. ### Outcome A successful quest not only addresses the initial crisis but often elevates the organization’s standing, often making it a leader in its sector. By turning adversity into an opportunity for innovation, the quest secures the organization’s future, strengthens its market position, and sometimes even transforms its industry or community. The **organizational quest** framework brings structure and process to navigating complex change. It leverages adaptation, experimentation, and emergent solutions, turning uncertainty into a powerful driver for innovation. By embracing this approach, organizations can respond to disruption with resilience, seizing opportunities to transform and thrive. The following table illustrates how the quest aligns with the principles of managing complexity and driving sustainable change. The following table highlights the connection between the quest archetype and the hallmarks of complex change. > [!NOTE] > #### The Quest Archetype and Complex Change > | **Hallmark of Complex Change** | **Relation to the Quest Archetype** | | ------------------------------ | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | **Volatility** | The quest often involves sudden disruptions and rapid shifts. Questers must navigate these unpredictable changes while staying resilient and proactive, adapting to the emerging environment and tackling unforeseen challenges head-on. | | **Unknowability** | The future is inherently uncertain, and the true nature of the challenges ahead remains unclear. This forces questers to embrace a mindset of exploration, discovery, and application, relying on iterative experimentation to uncover solutions and new pathways. | | **Uncertainty** | The path forward is rarely straightforward. Questers must make critical decisions with incomplete information while progressing through small, fail-safe experiments to test ideas, learn from outcomes, and refine their approach. | | **Ambiguity** | Questers frequently face complex situations where choices are not clear-cut and with no obvious solutions. The distinction between an adaptive change and a dead end is often obscure, requiring them to think critically, tolerate novelty and ambiguity, and remain open to redefining their path. | | **Adaptation** | The ability to adapt to shifting circumstances is crucial. Each phase of the quest presents new challenges and discoveries, pushing questers to develop fresh capabilities, evolve their strategies, and grow with the journey. | | **Emergence** | In the context of an archetypal quest, emergence refers to the process through which new properties, behaviors, or patterns arise that were not predictable from earlier conditions or states. This hallmark of complexity is crucial in the quest narrative, as it highlights the quester's development and evolution in response to their journey, leading to the realization of breakthrough capabilities essential for accomplishing the quest. | | **Novelty** | The quest introduces situations and behaviors unlike anything encountered before. These novel experiences drive growth, spark innovative thinking, and often serve as the foundation for transformative breakthroughs. By engaging with the unexpected and unfamiliar, questers unlock new possibilities and chart bold new directions. | --- ### From Crisis to Breakthrough: The ED That Transformed Patient Care (part 5) ![[ED Quest 01.jpg]] #### Complex Change and the Quest Archetype To my relief, Connie and the hospital executives were open to trying something novel, so they decided, albeit with some trepidation, to accept my recommendation. They agreed to approach the transformation of their ER as a non-normal, complex change, employing an exploration-and-application strategy to navigate an uncertain path. Driven by a mixture of desperation and hope, they were prepared to gamble on an unorthodox method. How would they bring about this transformation? What actions were necessary? I proposed a method rooted in complexity science, suggesting that if the transformation was complex rather than merely complicated, then insights from complexity science were crucial. Previously, their efforts assumed the ER needed a normal, albeit intricate, change process. We shifted to view our challenge as a complex change requiring exploration and application, not traditional planning and execution. Given the constraints of time and the inappropriate depth a course in complexity science would require for the ER staff, I turned to an alternative framework. I had been studying the "quest archetype" as both a narrative element and a psychological construct. This archetype, I realized, perfectly mirrored the complex change process through its emphasis on exploration and discovery. Thus, the ER team reimagined their initiative as a quest, structuring the transformation stages around this archetype. They embarked on a "quest" to transform the ER, unsure of the specific steps but confident in the journey's direction, hoping it would lead to the transformation that had previously eluded them. > [!INFO] > #### The Quest Event > The ER staff hosted a one-day event designed to give participants a micro-scale experience of the quest framework. These sessions offered a hands-on opportunity to engage directly with the quest approach, proving that even in a single day, breakthrough results could emerge. The event underscored an essential truth: simply hearing about these concepts is insufficient—genuine understanding comes through direct, practical involvement. Participants engaged in meaningful work during the event, and as anticipated, some of the best ideas to date for ER transformation surfaced. Many of these ideas went on to serve as catalysts for further development and significant breakthroughs. > %% I stopped editing here. Here's my spot in ChatGPT: https://chatgpt.com/c/673f7b02-2c8c-800b-baf5-a38e8bed04f5 %% --- ## Coming Up In the next part of this article, we’ll dive deeper into: - How the ER used a quest framework to create a breakthrough - How the quest drives transformation - The ChangeQuest™ framework These topics aim to offer practical insights for navigating complex transformations. For those eager to explore more on organizational change, feel free to return to my _ChangeQuest_ Digital Garden at www.changequest.net I also encourage you to share your questions and thoughts at [email protected]—your feedback is essential to this ongoing journey. Let’s continue exploring this path together. --- ## Resources ### Information | Topic | Details | | ---------------- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | Article maturity | ![[Digital Garden Sapling 01 small.png]] Sapling - this article is still developing and needs to be nurtured before it's mature. | | Author note | This article was last updated on November 23, 2024. As I continue my journey, I'll be adding more insights here. I would love to hear from you. Feel free to [email me](mailto:[email protected]) | | Social media | If you found this article helpful, share it with your network! | | Useful Links | | | | ------------------------------------------ | ------------------------------------------- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | [Email Me](mailto:[email protected]) | [Quest Effect Website](www.questeffect.com) | [My Book - The Quest Effect](https://www.amazon.com/Quest-Effect-Mastering-Breakthrough-Organization/dp/0967545331/ref=sr_1_1?crid=XIMAD1W2YFBB&dib=eyJ2IjoiMSJ9.kdRdPPDqpm_VomZu3b_YlQM_wQXI2AzuSbAu966GwwPGjHj071QN20LucGBJIEps.zBB0GSA-MVQz_-J1M-Q-XZpAEXBVeFCmNnUcgGTOAg8&dib_tag=se&keywords=%22the+quest+effect%22&qid=1729191943&s=books&sprefix=the+quest+effect+%2Cstripbooks%2C162&sr=1-1) | | | | | --- © 2024 by Randall Benson. All rights reserved. You can link or reference the article. [[Rethinking Organizational Transformation (part 1)]] [[Rethinking Organizational Transformation (part 2)]] [[About this Digital Garden]] [[The Aim of This Digital Garden]] [[Introducing Myself]]