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The Complexity Campfire Game; Living Systems Thinking
This group exercise is to get us all thinking about Complexity and Systems Thinking using the Cynefin Framework (watch Videoclip) to recognise what domain we are in (eg Simple, Complicated, Complex or Chaotic) and behave appropriately
It helps us understand Living Systems Thinking better by having a group experience the value of networks and collaboration. It will highlight the difference between projects and programs and the difference between the outputs and outcomes that they deliver respectively. It will help us see how and where management and leadership contribute.
Assemble the group in a circle around a campfire, a circle drawn on a sandy beach, a table or similar
Part 1 Initiating a Project:
- Each individual person silently decides on a idea for a project or activity of some form (anything in or out of your organisation is OK - eg developing a new product, building a deck at home, raising money for a community project. Don't let anyone tell others what they have decided)
- Each person thinks about two different resouces required to make it happen
- Reflection:. Most will likely be thinking in the "SIMPLE" domain - if I am in control of this and have these required resources I/we will be able to deliver the PROJECT OUTPUT specified.
Part 2 Access Shared and Limited Resources
- Have each person silently choose any two people from around the circle as the resources they need to do their project.
- Have each person move around the circle (without walking over the campfire as its red hot) so that they are mid way between the two resouces they have chosen
- Reflection: Before long its likely that all end up in the "CHAOTIC" domain climbing over each other in a heap using a lot a valuable energy moving around in turmoil with many conflicts and resource churn. (That is what we often see in organisations when multiple projects compete for limited resources.)
Part 3 Prioritising and organising
- Have the group propose a way to MANAGE themselves out of this resource limited CHAOS
- That might require some analytical analysis ( eg what resouces are over allocated and perhaps some attempts at re-allocation)
- Its likely that someone experienced in traditional "SYSTEMS THINKING" will propose that we need a bigger view to resolve problem this with some order (eg a a hierarchical project office to give management visibility over the portfolio of projects and pass the responsibility of prioritising them to a higher authority)
- Reflection: Trying to "organise" our system probably got us working strongly in the "COMPLICATED" Domain, with prioritised project plans and risk management protocols that tend to get cast in concrete, so there is little agility and resilience to allow us to see opportunities to work smarter. This is likely to be largely a "MANAGEMENT" ( Managing Things) solution.
Part 4 Thinking and Behaving like A Living System; Acknowledging Complexity
- Get the group again spaced around the circle for a radically different restart.
- Have each member tell the group what their idea was about. Ask then to express it as their dream in rich OUTCOME focused words(eg changing those above to something like: thriving in a new market, relaxing with family and friends at home, a rich community.
- If you are on sand, have all take a shell and describe it with one word in front of them (otherwise do it on a big circle on a whiteboard.
- Have each then look for leverage that could come from other projects and people, then randomly walk around to identify and and build relationships with them. (it's quite OK in this seemingly CHAOS for anyone to drop or defer their idea and transfer their energies another that inspires them.
- Have each take their shell and draw a line from their place to all others that they could lever off.or learn from. The PATTERN drawn will probably be a magnificent flower.
- Reflection: In this game we have recognised that the CHAOS domain (The Undercurrents in Tipu Ake) is not a place to be afraid of. It's full of nutrients and seeds from which the new PATTERNS will emerge that allow us to quietly grow into the COMPLEX domain as a dynamic PROGRAM of inter-dependent actions. This requires us to grow new HORIZONTAL LEADERSHIP, NETWORKS, COLLABORATIVE BEHAVIOURS AND MANAGEMENT TOOLS to support it. There will likely be some who then will identify those activities that perhaps could be better implemented in the SIMPLE and COMPLICATED domains using proven best and good practices and that should be encouraged, as all have their place. There is always dynamic interaction between the emergent (innovation) and these repeatable (quality) processes
Part 5 Organic Evaluation of outcomes
- Have the group imagine themselves getting around the campfire every week after they have started work.
- What lessons have they likely learnt about mutual leverage and what stories are they telling each other?
- Could they sense whether they are really going to deliver projects that result in real customer OUITCOMES?
- Could they use their wisdom to regroup and refine their thinking for their next phase of action
- Is it likely that the real LEADERSHIP ( Leading people) could change from week to week depending on the current tasks, issues and opportrunities?
- Reflection: The evaluation processes are likely to be more organic; sensing and responding to new information, external triggers and opportunities. Positive learnings are amplified, negative ones are damped. In the COMPLEX domain the organic evaluation process involves asking questions, reflecting together, sharing, then experimenting and exploring (probing the boundaries even going back down into the CHAOTIC ). Compare that with what is used in the Complicated domain; gather data, analyze data, disseminate, then implement organisational change effects. Some in the IT Software area will see this form of organic evaluation and action has some similarities with the SCRUM methodology for Agile Development projects
Our thanks for this exercise go to Joanna Macy, Fritjof Capra and the Team at the Centre for Ecoliteracy where the initial inspiration came for this game http://www.ecoliteracy.org/
Resources that further amplify some of these concepts:.
The Cynefin Framework Videoclip - Developed by Dave Snowden, Cognitive Edge
How to Organise a Children's Party Videoclip - an example by Dave Snowden, Cognitive Edge
The Tipu Ake Organic Leadership Model - A ecosystem inspired model for organisations and communities ahared by the School and Community of the Whirinaki Rainforest, NZ
The Biomimicry Institute - designs that learn from nature at a form, process and eco-systems level
Life and Leadership::A Systems Approach - Fritjof Capra, Centre for Ecoliteracy
Smart by Nature; Schooling for Sustainbility - Michael Stone, Centre for Ecoliteracy
Organic Evaluation at Santropol Roulant - Santropol Roulant and McGill University School of Management
Scrum et al - A Google Tech Video with Ken Schwaber co- inventer of SCRUM Agile Development methods
Systems Thinking World - A discussion group on Linked In ( you will need to join to view and participate)
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