manager in complexity

Manager in complexity

D. GENELOT

THE BOOK / AUTHOR

Manager in complexity, reflection for leaders = Use a different way of thinking to perform now in our complex economic context

Dominique Genelot has directed for thirty years the management consulting firm "Consulting Insep" repurchasing by Bernard Julhiet Group (Havas Group)

MANAGER IN COMPLEXITY, REFLECTION FOR LEADERS

THE ECONOMIC CRISIS (SYSTEMIC) IN 2008


The banking and financial crisis of autumn 2008 was the secondphase of the financial crisis of 2007-2010, after the subprimecrisis in the summer of 2007.

You remember all those economic experts who succeeded on TV trays saying that ultimately, they were not as specialists today, in this new context?

Why were strong before, and incompetent on that date? One reason could be that their conventional method of reasoning with analytic thinking was inoperative in this complex context.

This also happens unfortunately often in companies, to not have the right way of thinking.


Do you ever heard of the theory of complexity ?What does this term suggest for you in the business context ?


THE COMPLEX THOUGHT: A NEW THOUGHT ...

• Originally, there is a dominance of Cartesian thought and Newtonian science on the rest of the thought which leaves no room for other modes of perception

• In the 70s, the emergence of complex thought along the systemic approach

• Late 70's, the work of Prigogine on the systems in balance condition propose to rethink the conventional scientific thinking. Evolving Science has released the thought of introducing a new analysis framework to better understand the complexity

• The 1980's know mainly through the work of Edgar Morin development of complex thought

• New representations of reality take account of uncertainty since: paradigm shift


OBJECTIVE

Introduce the concept of complexity and tools for the company's use.


PART I: WHAT IS THE COMPLEXITY?

The complexity is different from the complication that can be solved by technical expertise.• This is a problem which has so many dimensions, so diverse,

so intertwined that it is impossible to develop an action strategy takes into account all parameters.

• It is beyond our understanding.

Þ It is the crisis of the understanding.

This manifests itself in the company of five major ways you think that?


5 major events in the world of business:

• Explosion management models• Search for new values• Changing our relationship with work• Uncertainty of organizations• Amplification of inter-dependencies

=> The challenge of leadership is to develop methods that allow both to invent progress and limit the negative effects in weaving together seemingly unrelated problems.


The characteristics of the complexity occur at three levels:

1) Reality• The complexity is such that it can not completely understand

all dimensions. So we will constantly a problem to another.• Undecidability is not due to ignorance but to the lack of

decision criteria.• Be aware that ignorance (the knowledge we do not know) is

part of the criteria to be considered.


2) The representation that is made by an observer

The development mechanism is related to our mental pattern which has three main components:• our general world view• the context in which we find ourselves• the vision that determines our interpretations (more

restrictive aspect, situational)

He must be aware of to better conduct complex universe inaction.


3) The construction of reality that determines our actions

To avoid adopting reducing and mutilating behaviors, systemic representation is used:

• Explaining the rationale (purpose) of the system.• Consider the actions and the changing environment.• Define functional requirements to move towards the goal.• Organizing functions and regulate them.• Changing the system to keep it operating over time.


Part II: Methods

1) The articulation of the logicsTo use complexity as a decision tree, use:• The dialogic principle of distinction, conjunction, not excludeanything and take into account different logics even antagonistic• The metasystem: It helps to prioritize different logics. It is a system of interactions between different levels. The company is an example• Mental mobility: adaptability of all its fair share according to their abilities and their desire for involvement


2) The Steering SystemsWe must give meaning to information. Disseminate informationnot inform (eg modern technologies such as intranet).

=> Distinguish information / communication / knowledge.

The message must be adapted to the person receiving it: thelevel of knowledge and ability to interpret.

It must be consistent with the measures advocated and implemented by the company.

MANAGER DANS LA COMPLEXITE, REFLEXION A L’USAGE DES DIRIGEANTS MANAGER IN COMPLEXITY, REFLECTION

FOR LEADERS

3) The people management• The company must be a place of construction of meaning,

shared goals.• The business plan is setting a goal to which we will build

support.• Each instance has a role: leadership embodies the meaning,

framing vehicle direction and employees are realized and alerts the senses losses drifts.

• As already mentioned in our previous statement, Albert N. book "disorder of management in business" the differences and conflicts are opportunities.


FOR LEADERS

4) The organization designsObsolescence of classical Taylorist organization that goes along with that of classical thought. Ideal state, the ideal finish or illusory enterprise.

In response, E. Morin develops the concept of Eco-auto-re-organization:• Eco -> reciprocal dependence vis-à-vis environment• Auto> Development autonomy• Re -> permanent transformation

To do this we must take:• The METAVISION: the functions of the business, the environment at large

capacity for constant adaptation• Collective intelligibility


FOR LEADERS

5) The new organizational methods

New designs of complex thought the related organization are:• the organization by projects• The organization process• The operation networks• The Global Approach to Quality• The new management systems• The knowledge management


FOR LEADERS

6) InnovationInnovation is by nature a complex and uncertain process as shown in the first book presented "The Management messy business."

Innovation is played at three levels interact:• the products and services• the technologies and methods• the scientific discoveries and developments of thought.

An innovation to a new level causes the other levels.


CONCLUSION: 10 TIPS FOR SUCCESS IN A COMPLEX WORLD

1 / ASCEND TO THE SOURCE OF OUR REPRESENTATIONS (always be aware that reacts / Our model -our goals-context ...): Is our system of representation in line evec the project?

2 / MANAGING BY OBJECTIVES: To QUESTION STRUCTURES. What is the purpose of the activity?

3 / ORGANIZED AS A SYSTEM NOW OPEN / FABRIC INTERCATIONS.4 / MULTIPLIER CONNECTIONS; CREATE NETWORKS INTELLIGENCE5 / INTEGRATE UNCERTAINTY IN CONTROLLED PROCESS.6 / DEVELOPING SELF-OPEN SPACES And in The Invention.7 / RECOGNISE AND LINKING KNOWLEDGE OF DIFFERENT LOGIC. Overcoming

antagonisms ..8 / MAKE SENSE AND BUILD ON CULTURE.9 / PLACE RIGHTS CENTER.10 / DESTROY THE "IDOLS" WHO ARE IN OUR HEADS.


"Predictions are difficult especially as regards the future." Woody Allen


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