Nurturing Leadership Capacity in Queensland

Chaos, complexity and pedagogy

SEEKING SEEKING NEW NEW BEACHESBEACHES

New Leadership Themes PerceptionsComplex organisational systemsComplex adaptive systemsComplex processing systems LIVING ORGANISMSFRACTAL-LIKE CREATURES

Traditional models Traditional models of of organisational changeorganisational changeAAnd the implications for educational / pedagogical leadership nd the implications for educational / pedagogical leadership

Few variables determine outcomes

The whole is equal to the sum of its parts

Direction is determined by design and power of the leaders

Individual or system behaviour is knowable, predictable and controllable

Causality is linear: Every effect can be traced to a specific cause

Relationships are directive

All systems are essentially the same

Efficiency and reliabilty are measures of value

Decisions are based upon facts and data

Leaders are experts and authorities

Complexity

In a world where many players are interacting, many contexts are intersecting and multiple causalities is the reality; where the emerging future is extremely difficult to predict; what strategic thoughts and actions should you take as an educator/leader ?

Complexity can be harnessed- As managers, leaders, principals, teachers, change agents, catalysts We need to be “withit” in our perceptions of the structures and cultures of systems we call educational

organisations:

As educators We must be in the business of shaping of evolutionary processes rather than just observing and explaining;

As teachers We need to realise that we deal with humans, not cogs in wheels, living organisms, moving life forces in

schools, not leggo blocks.

As principals in complex adaptive realities of schools We deal with our staff and communities and students who are intelligent individuals with complexities of

language and culture We therefore know, for example as a result of complexity that there are different measures of success

Complexity paradigms Systems of people with long and rich histories in which costs of trials and

innovative happenings needed for adaptation and successful “fit” into the changing world are measured in terms of efforts and lives not just simplistic numbers

Problems in CAS happen and are resolved in unison with universal forces of change and adaptation in which the preferences and identities of participants can evolve over time

Problems in CAS occur in a culture of systemic and fractal-like differences within generalised principles and wholistic similarities

which require leadership thought that is based upon differentiation and decentralisation which is good, is promising but can be problematic in old traditional controlling systems.

Three key processes- for harnessing complexity in organisations

VariationInteraction

Selection Complexity deals with systems of many interacting agents-

difficult to predict futures

benefit from thoughtful, strategic interventions

Situations-How can we approach these challenges keeping in mind complexity principles within chaos ? Obtaining

cooperation from your work team

Engaging your school community

Focussing on innovative, productive pedagogy for students

Can we approach these varied problems in a common way?

A computer program scans the internet seeking helpful sources

The United States wants to foster among nations goals it cannot impose by force, such as human rights, nuclear free Iran,

Australians try to ensure openness to international trade,

The coalition of the (un) willing try to enforce a peaceful resolution of the Iraq conflict,

The feds try to establish democratic governance in local Indigenous communities,

The World bank tries to initiate market economies in Pacific nations.

Basic Concepts of complex systems in your organisation Population Agent Strategy Measures of success Copying Variation Interaction patterns System Selection Adaptation Difference Container Connectivity

In your organisationChange management

Results important

Theories important

Practice important

No wizards- no magic potions

Learn from others

A changing worldwhere vision and values are important

The above lead to discussions which can “glue” people’s purposes and passion, courage, togetherness and action

ConnectionsConversations

Your role as a leader in a school for pedagogical change is to press “Refresh” strategies

Change agentry Intervene Caress Massage Walk with Facilitate Lead

What is your definition of change ?

Active Reactive Responsive Dynamic Fluid Static Challenges and Resistance

What are change and leadership models and strategies for you ?

Ephemeral Policy to realreal practice

What for? Who are we? Where to? Respond to

environment Governance is

important no blame culture,

forgiveness culture a learning organisation

People firstPeople first Nature of the task and Nature of the task and

the project the project Implementation Implementation

processesprocesses

Implementation

Cynicism Communication Measurements

Relationships

How can we make communication work?

“Icon “ project/s- “Winners”

Implementation

Reduce staff uncertainty-connections- morale-needs

Communicate re-change

Participation of all

Principles of Operation

Communication is the key

Remove all barriers of concern so we can focus on change

Success depends upon:

Concentration upon employment matters and needs first-

address fears Deal with the transitions,

then later the actual change Ensure we attend to basics

first Balanced approach Risk analyses What about those that are

“left behind”? Change is not just KPIs

How do we actually make change happen in reality? How do we ensure individual impacts happen?

Leadership support , vision, goals and tools are important

Connectivity Amplification of

differences Container-ing

Complex adaptive systems

How hits happen

Forecasting predictability in a chaotic marketplace

Discovering complexity A different approach to growing organisations in a

rapidly changing landscape

Like a bicycle race Like surfing….

Principles Time matters- More is different- Learning is living

CAS Models Responses of

players in the market to certain factors

Hidden order within outward chaos

Patterns

Power laws and fractal landscapes

Complexity as competitive advantage

Let’s go surfin’ now

Complex adaptive systems behaviour

Three key principles:

Order is emergent as opposed to hierarchical

System’s history is irreversible

System’s future is often unpredictable

Most powerful processes of change occur at micro-levels

Relationships Interactions Small incidents, projects, inter-relationships, experiments

Simple rules shape emerging patterns Interconnections Large scale change occurs through integration of small changes Organisation change emerges from interactive complex

adaptations and evolution of individuals and groups Changes are not always incremental, as sometimes there is a

system shift

New pictures for your thinking

Jazz metaphor

Autonomous musicians No formal conductor They interact as they

play They bring their own

intents, biases, levels of interest, experience, and aesthetics

Minimum specifications of space, time, duration of musical presentations, melodies, roles, and general rules have been set

System agents- in summary

Container Significant differences

Transforming exchanges

Emergent Patterns

Newtonian methods- Traditional change

Systems are slow Change is slow Interdependencies

are low Certainty is high Variability is low

010

2030

4050

607080

90

1stQtr

2ndQtr

3rdQtr

4thQtr

East

West

North

Traditional models of Organisational change

Few variables determine outcomes

The whole is equal to the sum of its parts

Direction is determined by design and power of the leaders

Individual or system behaviour is knowable, predictable and controllable

Causality is linear: Every effect can be traced to a specific cause

Relationships are directive

All systems are essentially the same

Efficiency and reliabilty are measures of value

Decisions are based upon facts and data

Leaders are experts and authorities

Complex Adaptive SystemsInnumerable variables determine outcomes

The whole is different from the sum of its parts

Direction is determined by emergence and participation of many people

Individual or system behaviour is unknowable, unpredictable and uncontrollable

Causality is mutual: Every cause is also an effect, and every effect is also a cause

Relationships are empowering

Each system is unique

Responsiveness to the environment is the measure of value

Leaders are facilitators and supporters