Complex Adaptive Systems
Much like Morningstar and St. Luke's profile of a Complex Adaptive System (CAS), Valve Corporation takes it a bit further in the sense that "it consists of no explicit hierarchy. It’s based on what several members of the company have described ... as the principles of anarcho-syndicalism. Effectively, free association of employees with one another" (Wagreich, 2013). In fact, it is a company of no bosses where decisions such as hiring, firing and bonuses are decided upon by peer consensus. This anarcho-syndicalism refers to Valve's self-organized groups that work together to accomplish goals and meet objectives. Perhaps the most unique aspect to the company on top of its internal mobility concept, it provides their employees 100% free time to roam around from project to project offering their expertise to where it may help most (Wagreich, 2013).
Implications for my organization, the United States Military, would be to see the polyarchy grow within the oligarchy. That is to say, see the elements of the CAS from within Valve get applied at the 06 command level where the politics of decision making are not so influenced by Washington D.C. directly. Providing this kind of environment to these levels within the United States Military, offers each command opportunities for growth, maintain integrity, inspire initiative behavior, and improve the teamwork concept, to name a few. For myself, these concepts I will introduce incrementally within my own personal spheres of influence within my organization, so as to sensitize others I work with to the concept of CAS, their elements and benefits (Obolensky, 2014).
Identifying my organization as a type II Matrix, it appears that the transition from type II to a type III CAS organization may require process consultants and cross-functional teams to aid in the transition as precursors in the evolution from a type II to type III. Obolensky (2014) states, "...key boundaries and few simple rules are put in place by top management, and the organization's overarching purpose is clarified, understood and shared by all" (p. 26). For the military, a series of Standard Operating Procedures (SOP), policies and directives would need to be drafted and approved through the chain of command showing implementation of explicit key tasks that would enable the evolution to a Complex Adaptive System (Obolensky, 2014).
Strategy within my organization has evolved greatly since the days of Afghanistan and Iraq. Our fight against terrorism in Africa is not so much any particular regional threat rooted within a particular country. Rather, a trans-regional threat that is mobile, global, and destroying governments from within. The United States' strategy in Africa is not to defeat a country, but to partner with them, realign with them, train, equip and support them in their fight against these mobile, global trans-regional threats. This strategy's implications overall is such that we are not at war with these African countries, but creating and building partner nation capacity and alliances with those that are at a time that is greatly needed.
References:
Collins, R. (2016, December 3). Organizations are not machines. Retrieved from http://www.huffingtonpost.com/great-work-cultures/organizations-are-not-mac_b_8710462.html
Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty (2nd Ed.). Burlington:VT, Gower Publishing Company.
Reeves, M. (2014, December 22). Martin reeves: Your strategy needs a strategy [YouTube file]. Retrieved from https://www.youtube.com/watch?v=YE_ETgaFVo8
Wagreich, S. (2013, March 3). A billion dollar company with no bosses? Yes it exists. Retrieved from https://www.inc.com/samuel-wagreich/the-4-billion-company-with-no-bosses.html
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