In essence, there exists an inevitable tension between adaptative and maladaptive structures and processes that exist in any system as it relates to its environment. A major corporation can be quite effective in altering a product line to meet shifting customer needs—but ineffective in adjusting the complex, digitally-based processes needed to produce this altered product line. A family business can set up a new research and development unit so that they can “keep up” with the changing VUCA-Plus world—but can’t find the right person inside the family to head this new division.
Patterns provide stability and the capacity of systems to adapt with some success and in a sustained manner to the environment in which it operates. Statics as a facet of the Lens of Essence represents this important function. Polystatic processes rely on these patterns if they are not to be overwhelmed. On the other hand, disruptions of and variations in patterns can be effectively addressed when a polystatic process is engaged, for adjustments in baselines and predictions are fundamental properties of this process. Disruptions and variations accompanied by a polystatic process enable an organization to adjust to changes in its environment. These disruptions and variations also enable other systems to dwell in this environment and enable each system to enter into mutually beneficial relationships with other systems in the environment. Each system is good enough to live in the environment, but not good enough to dominate this environment—this is the beauty of nature when working effectively.
This is all very nice in the abstract—but what does this look like in the real life of organizations and the leaders of organizations? How does the production manager in the corporation keep up with the needed changes in their production process? Should the family business move outside the family to find someone to head the new R and D division? And how does all of this relate to the professions of personal coaching and related organizational consultation? We are about to turn our attention to some of the major benefits and problems associated with organizational patterns and variations—and trace out implications for professional coaches and consultants.
Patterns in the World: Fractals and Sonatas
There is a remarkable structure to be found in nature that exemplifies the interplay between patterns and variations. I have already identified this structure: it is a fractal. We find natural fractals in the structure of pine trees, in the shape of many seashells and in river deltas. We also find fractals in domains other than nature. One of the places where fractals are beautifully displayed is in classical music—particularly the music of the so-called classical era.
In the sonata form, which was frequently used by Classical era composers including Haydn, Mozart and early Beethoven, there are usually two major themes presented initially in the exposition. These two themes typically are contrasting. One is loud and the other is soft, one is fast. The other is slow. Or one is in a major key and the other is in a minor key. It is in the exposition that we find the major tensions and often the energy in a particular movement. This is not sufficient, however, to make the movement memorable for most listeners.
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