A633.5.3.RB – Reflections on Chaos

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Reflections on Chaos
            Chaos is a science of surprises of the unpredictable, and it indoctrinates us to predict the unpredictable (Fractal Foundation, n.d.).  One of the principles of chaos is the butterfly effect.  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.        
The chaos game from Chapter 6 reminded me of how Talgam (n.d.) compared leadership in the workplace the way a conductor leads the orchestra.  He distinguished his experience as an orchestra conductor to a leader in the workplace where in the midst of conflicts or chaos in the workplace, a simple act of listening or showing empathy to its workgroup, chaos, conflict or noise becomes music to everyone. 
The two conductors that gave me excellent impressions from Talgam’s presentation were Carlos Kleiber and Leonard Bernstein.  Kleiber and Bernstein practice transformational style and participative style. As a transformational leader, Kleiber was able to identify errors of one of the players without interrupting the harmony of the music and catching the audience’s attention.  The behavior was evident when Kleiber managed discreetly made contact with his trumpet player communicating that he was aware of the mistake.  Bernstein on the other hand ultimately gave his players full autonomy to play the music and tell the story as for how the team perceived it.  
Bernstein’s participative style empowered the whole orchestra to play the music without Bernstein guiding them how to play and be in harmony.  Kleiber and Bernstein believed in the knowledge, skills, and capabilities of their players.  They developed trust and respect for each other, and the players, as trusted partners were empowered to play their instruments in harmony with other players without experiencing control from their conductors.
In a world of chaos and unpredictableness, the best strategy for organizations to take is 
Cynefin Framework.  According to French (2013), Cynefin Framework is a benefit to a diverse group of users such as analysts who may use the framework to assist them in identifying the different methodologies that are suitable for the issues that their clients encounter.  There are the analysts’ clients who can pick up some insights into the characteristics of the problems that they face; then to the academic researchers who may utilize the framework in categorizing and exploring different methodologies in the core of the decision analysis, operational research, and statistics.  Cynefin helps organizational leader decide or designate which operative context that applies to make appropriate choices (Vasilescu, 2011).
Every domain of Cynefin framework requires a various course of actions. Complicated and straightforward contexts are characterized by an ordered universe where the cause-and-effect relationships are apparent, and the correct responses are determinable that are based on facts.  In short, it is a world of fact-based management.  In complex and chaotic contexts, there is no clear relationship between cause and effect.  There is no connection between cause-and-effect and the future can be determined and is dependent on the emerging patterns.  The unordered universe is materialized as pattern-based management (Vasilescu, 2011). 
Cynefin Framework is a strategic tool that allows management to see things from new perspectives, assimilating concepts that are complex, and resolving real-world threats and opportunities.  The activities of every organization have always been based on multiple daily decisions, but there are times the determination of significance has to be made or taken that is customarily requiring uncertainty and risk (Snowden, 2010). 
Leaders utilizing Cynefin Framework help a management team make sense what context they are currently in so as they only not make better judgments and determinations but at the same time, evade the issues that may arise whenever their leadership style is the cause of their own mistakes.  With Cynefin, we can make sense of the situation that we are in, avoid if not eliminate the problems, making decisions that are better, and refocus if not repudiate our preferred leadership style that is inadequate or substandard to the context (Snowden, 2010).
References
Fractal Foundation (n.d.). What is chaos. Retrieved from
            https://fractalfoundation.org/resources/what-is-chaos-theory/.
French, S. (2013). Cynefin, statistics and decision analysis. The Journal of the Operational
            Research Society, 64(4), 547-561.
            doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1057/jors.2012.23.
Obolensky, N. (2014). Complex adaptive leadership (2nd ed.). London, UK: Gower/Ashgate.
Snowden, D. (2010, July 11). The cynefin framework [Video File]. Retrieved from:
            https://www.youtube.com/watch?v=N7oz366X0-8&feature=youtu.be
Talgam, I. (2009, July). Lead like the great conductors. Ted Talks [Video File].  Retrieved from
https://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors?language=en.
Vasilescu, C. (2011). Strategic decision making using sense-making models: The cynefin
            framework. Retrieved from
Http://Search.Proquest.Com.Ezproxy.Libproxy.Db.Erau.Edu/Docview/1127283106?Accountid=27203

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