A633.2.3.RB – Butterly Effect

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Complexity is an event or situation that we need to upend or unravel and embrace with a deterministic approach, analyzing how complex the situation or circumstance is, face it and resolve it (Obelensky, 2014).  Berlow (2010) advises us that in the midst of complexity when we step back and assimilate ourselves with complexity, the more opportunity we have to discover simple resolutions or answers.  He further stated that often, simplicity lies on the opposite side of complexity.  The more we step back and face complexity the more chance or opportunity we will have to focus on the details of the problem or situation that matters most (Berlow, 2010).
            A butterfly effect in its most straightforward description is that whatever work we put in will mandate the output of our effort.  In short, the smallest action we take will result in a more significant reward (Obolensky, 2014).  Another way to put it in an organizational standpoint, when we treat our workforce appropriately, it will generate a more trusting relationship and loyalty.         
            According to Brown (2011), one of the critical dimension in measuring the effectiveness of an organization is through communication.  Communication is a system just like the journey of employee engagement.  In my current organization, Executive Leaders empower our leadership team to strive daily to ask the right questions and be transparent and honest in any communication effort to their team to drive positive business outcomes.  We initiated a simple leadership training on positive and open communication. 
We believe that when leaders and employees have an understanding of the advantages of a positive and open communication in the workplace, it will result to trust and credibility where employees are empowered to perform their job functions, encouraging growth and practical purpose.  The initiative produced in a higher retention rate, and lower turnover rate.
Feedback is a set of information or about an individual’s past behavior regarding the accuracy and correctness of actions and decisions (Cianci et al., 2010).  When goal settings and feedback are combined with the performance of a person or employee, the result will have positive aftermath on their performance.  As a human resources professional, I am not entirely content with Brown’s assertion that there are generational differences in the amount of feedback desired by employees (Brown, 2011).  When it comes to managing a workforce of generational differences, it is of utmost importance that the organization’s expectations on workforce performance are consistent to ensure that possibility of favoritism is eliminated. 
At Adventist Health System we make sure that members of our workforce have a clear grasp or understanding of a set of behavior and performance standards that our organization requires in our workplace.  Failure to comply with the performance standards, our leaders, must consistently take a corrective action based on our organization’s policies and procedures.  It is only then that when the standards of expectations or behaviors have been defined that our leaders were able to adapt to their direct reports’ diverse preferences of goal settings.  Our organizational leaders can capitalize on the leader/follower relationship through the facilitation of open communication and transparency.
To stimulate the butterfly effect in our organization, we will have to first encourage breakthroughs or advancement at all levels in our team.  As leaders, we need to be able to trust our intuition and trust ourselves to make the practical decisions either in business or our personal lives.  We have to hone our skills of expertise in our field to avoid the chance of overthinking.  Being confident with the decisions we make and not second-guessing ourselves can save us time and energy remaining calm in times of distress or chaos making excellent personal or business decisions.  We are just human and making mistakes or making wrong decisions are inevitable.  It just a matter of how we accept uncertainties or complexities that we face and take those complex or chaotic challenges as opportunities for self-development and improvement.
References
Brown, D.R. (2011). An experiential approach to organization development (8th ed.). Upper
Saddle River, NJ: Prentice Hall.
Cianci, A. M., Schaubroeck, J. M., & McGill, G. A. (2010). Achievement goals, feedback, and
task performance. Human Performance, 23(2), 131-154. doi:10.1080/08959281003621687.
Obolensky, N. (2014). Complex adaptive leadership (2nd ed.). London, UK: Gower/Ashgate
Ted Talks (2010, Nov. 2). Eric Berlow: Simplifying complexity [Video file]. Retrieved from
https://www.youtube.com/watch?time_continue=3&v=UB2iYzKeej8


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