Turbulence
The white water is all around us at this point in the 21st Century. Some things in our life and work are moving rapidly, while other things are moving in a cyclical manner. We are also likely to find that some things are not moving at all—even if we would like them to move. Perhaps, most importantly, some things in our life and work are moving in a chaotic manner—they are swirling about in an absolutely unpredictable manner. We might be able to adjust temporary to one of these four conditions, but soon find that we are facing a different set of conditions that require a quite different manner of planning and leadership.
What is the systemic Impact? Four subsystems are all operating at the same time—and they are often bumping into one another. There is another important factor that we must add to this complex equation. We know that any system will grow chaotic when it moves faster. Thus, in a world where accelerating change (the first subsystem) is becoming more prevalent, then we are likely to find that chaos (the fourth subsystem) will also become more prevalent. The cyclical changes—that are more predictable—will become less prevalent.
Stagnation (the third subsystem) will also tend to decline in magnitude—or it will become more isolated from the other subsystem. While reduction in the size of this third subsystem might initially seem to be a positive outcome, we find that this is not the case, for the third subsystem is often a source of stability for any system (especially a human system). What Talcott Parsons called “latent pattern maintenance” tends to reside in the third subsystem. Furthermore, we know that the nutrients in a natural system (such as a mountain stream) reside primarily in the so-called “stagnant” portion of the stream. This is where leaves eventually end up and where they sink to rot (convert into new forms of nutrition for other living beings in this stream). We might find that this same nutritional function is being served in human systems. But simply, this third subsystem is just as important as the other three. Overly rapid change damages everything in a system and makes this system hard to manage.
Given these characteristics of a “white water” world, we find that the personal impact is likely to be great for any of us who are living and working this environment. The white-water environment requires a search for balance and direction which in turn requires ongoing attention. Apparently, we need a kayak when navigating the white water. A canoe will just tip over, for it doesn’t’ have the flexibility of a kayak. Furthermore, we must find our center of gravity when steering our kayak through the white water. Peter Vaill (2008) goes so far as to suggest that this center of gravity is often found in our embracing of a core set of principles and values—even operating from a spiritual perspective on life and work.
One might wonder if this core can’t be found in basic religious beliefs and in an alliance with some authoritarian figure. Don’t we find balance when we find guidance in a set of firm religious tenants? We would suggest that this rarely the case, for these beliefs, alliances and tenants are much to rigid. They operate like canoes that can only move in one direction (forward). Furthermore, the person operating the canoe has a one-bladed paddle that must be moved from one side of the canoe to the other side. Counterbalancing and adjusting to changes in the water’s direction is difficult—as is also the case in a white-water organization or society. By contrast, the person navigating the kayak is provided with a two-bladed paddle that makes counterbalancing and shifting directions much easier. The term agility can readily be applied to the successful operations of a kayak—and to the successful leadership of a mid-21st Century organization. This term does not readily apply to someone or some organization that is caught up in the vice-grips of authoritarian rule.
