WORKING IN A COMPLEX ORGANIZATION

Getting Stuff Done and Staying Positive

Cathann Kress, Vice President for Extension and Outreach

WHAT’S CAUSING COMPLEXITY? More regulation and competition Internet, other systems, access to

information Greater connections, more rapid change

WICKED PROBLEMS

Predicaments that cannot be definitively resolved — and attempts to fix them often generate more trouble.

– Horst Rittel and Melvin Webber

SYSTEMS OF SYSTEMS = “MESS”

No unique “correct” view of the issue Most problems connected to other

problems Data often uncertain or missing Multiple value conflicts Cultural or political constraints Economic constraints

Consequences difficult to predict Considerable ambiguity Great resistance to change Limited time No central authority Those seeking to solve the problem are

likely also causing it

SYSTEMS OF SYSTEMS = “MESS”

SO, WHAT DO YOU DO? Shift from finding solutions to improving

problem solving abilities:– Bravery among decision makers– Thinking through a problem– Are you applying the right type of solution?– You can solve some problems; and for some

problems you don’t like the solutions.

“When we say the world is more complex what we mean is that there are more things to consider, but a lot of things we have to consider really don’t make a huge amount of difference, so maybe we don’t have to consider them.”

– Hilmer

GETTING STUFF DONE

FOCUS Breaking down complexity

– Clarity of purpose– Emphasize principles and values around how

we operate– People are the key; break down complexity

by ensuring that people understand their roles and purpose (they can innovate because they have context)

PERILS OF MULTI-TASKING Hampers creativity Raises anxiety Slows us down

FILTER Set realistic time frames. Some problems become unfathomable

when we set short deadlines for finding a solution.

Some problems take decades to resolve.

THE GOOD, THE FAST, and THE CHEAP Quick and high quality

isn’t cheap. Quick and cheap isn’t

high quality. High quality and cheap

takes time.Complexity is present in any project.

FORGET Old ideas rarely solve new problems. Get comfortable with ongoing

experimentation.

VALUE/COMPLEXITY MATRIXFORGET THEM DO THESE FIRST

DO THESE LATER EASY WINS

CO

MP

LEX

ITY

1

2

3

4

5

1 2 3 4 5VALUE

MOST IMPORTANT QUALITY IN CONFRONTING COMPLEXITY

Persistence

STAYING POSITIVE

HOW CHANGE HAPPENS

Innovators Early Adopters Early Majority

Late Majority Laggards

IDEAS, MESSAGES, ANDBEHAVIORS SPREAD JUST LIKE VIRUSES AND EPIDEMICS DO.

CHANGE HAPPENS DRAMATICALLY

Fold a piece of paper 50 times ̶̶ How tall will the final stack be?

a) The size of a phone book for a mid-sized city

b) The distance from your nose to the end of your finger when your arm is extended

c) The height of a refrigeratord) The distance from the earth to the sun

EPIDEMIC PROGRESSION 25 folds = 33,554,432 layers of paper 50 folds…could reach the sun The end result (reaching the sun) seems

far out of proportion with the cause (folding one sheet of paper).

We are trained to think that what goes into any change must be directly related in intensity and dimension to what comes out.

THE LAW OF THE FEW

80% of outcomes come from 20% of inputs 80% of work is done by 20% of the people In creating change, a tiny percentage of people

do the majority of the work.

PEOPLE SPECIALISTS Word of mouth begins when someone

tells a Connector – “People Specialist” Experts at the “weak link” Six degrees of separation

INFORMATION SPECIALISTS Who tells the connector about the

new trend, idea, or message? Information specialists – who love

information because it helps others An effective way to gain attention

PERSUADERS Someone who can do the convincing Through energy, enthusiasm, charm,

likability, and optimism

THE MESSENGERMATTERS…

BUT SO DOES THE MESSAGE.

THE STICKINESS FACTORA message makes an impact when you can’t get it out of your head.

The Tetanus Story Tetanus messages

– “high fear”– “low fear”– free shots

100% reported the dangers

Those given “high fear” more likely to report they should get inoculated

Only 3% actually did (didn’t stick) Repeated messages, but included a

map and hours shots were available

The Tetanus Story

THE SECRET OF “STICKINESS” The message

needs to be practical and personal.

Not louder, more repetitive, or proven through more research.

POWER OF CONTEXT Getting people to change

often lies with small details of immediate surroundings.

We are heavily influenced by environment.

People assume you can explain events based on personal issues rather than context.

The Ketchup Story High School with

36% minorities Fistfights literally

every day at lunch 5 story building;

22 minutes for lunch

WHAT REALLY MATTERS…IS OFTEN

THE LITTLE THINGS.

DEALING WITH COMPLEXITY

We have become convinced that

we need to tackle the whole problem

all at once…

We don’t.

HOW CHANGE HAPPENS

Innovators Early Adopters Early Majority

Late Majority Laggards

DOING A LOT WITH A LITTLE Cultivate unique skills to translate

between Innovators and the Majority. Focus efforts on the small and personal.