Transcript PDW-2015-Aug8Present-July28

Applying Complexity to
Consulting, Research & Teaching
A Human Interaction Dynamics (HID) perspective
James K. Hazy
Adelphi University
Founder, Leadership Science, LLC
Academy of Management Annual Meeting
Vancouver BC, August 8, 2015
A consistent, stable environment allows a unitary
leadership focus on operating capabilities (and entrainment in them)
to sustain an organization even over the long term
Fitness=
Probability
Of Survival
The Good Old Days!
Operating
Capabilities
Entrainment
by Reducing
Degrees of Freedom
Emergence
by Increasing
Degrees of Freedom
Dynamic
Capabilities
Short
Time Horizon
Longer
A changing environment introduces a cross-over point which implies
tension between a leadership focus on operating capabilities and the mechanisms
entrainment and dynamic capabilities and the mechanisms of emergence
depending on planning time horizon
Fitness=
Probability
Of Survival
Dynamic
Capabilities
Entrainment
by Reducing
Degrees of Freedom
Emergence
by Increasing
Degrees of Freedom
Operating
Capabilities
Short
Time Horizon
Longer
Increasing divergence in
ecosystem over time shortens the horizon where focusing
on operating capabilities alone remain viable
Fitness=
Probability
Of Survival
Dynamic
Capabilities
Emergence
by Increasing
Degrees of Freedom
Entrainment
by Reducing
Degrees of Freedom
Operating
Capabilities
Short
Time Horizon
Longer
Rapid divergence in the ecosystem requires a leadership focus on
emergence to build new capabilities in the short as well as the longer term
even as operating capabilities are being implemented in the present.
Fitness=
Probability
Of Survival
Dynamic
Capabilities
Emergence
by Increasing
Degrees of Freedom
Operating
Capabilities
Short
Time Horizon
Longer
Human Interaction Dynamics (HID)
Abstract
Framework
Changing
Ecosystems
Dynamical
Systems &
Attractors
Information/
Entropy
Computational/
Algorithmic
Complexity
Identity/
Entity
Structural
& Relational
Complexity
Difference – Dualities – Sameness
Analytical
Representation
Exploration
Exploitation
Opportunity
Seeking
Entrepreneurial
Organizing
Value Discovering
Value Gathering
Strategic
Ambiguity
Interpretative
Dominance
Divergence
Convergence
Fine-Grain
Interactions
(FGI)
Coarse-Grain
Properties
(CGP)
Autonomy
Integrative
Level 1: Identity-Level
Determining “Logical”
Categories of unity,
relations & identity.
Many (Plurality)
One (Unity)
(Hazy & Backström, 2013b)
Level 3: Ecosystem-Level
Dynamic search
on fitness
landscapes
Level 2: Event-Level
Predicting future
state under
uncertainty
Let’s look at these layers from the bottom up
New Management Imperatives
• Context – Use information to parameterize internal and
external complexity and map among categorical
representations to enable efficacious decisions and actions
• Catalysis - Engage predictability (cycles) & uncertainty
(events) by accelerating information gathering and using by
testing ideas through action – “Leadership Practices”
• Categories - Determine and communicate a common
understanding of who is acting and what is being done.
Π
– Mission: Construct largest Category supporting a Project that can be
accomplished by these People: “limit” as greatest lower bound (GLB)
– Roadmap: Construct smallest Category reflecting: connected activities
connected people: “co-limit” as least upper bound (LUB)
Research Questions & Methods
RQ1: What category theoretic frameworks can be developed & how can real-time
data be gathered and processed to efficaciously solve organizing problems?
RQ2: Which leadership practices are necessary for catalyzing organizing and at
what frequency is each required to sustain each requisite leadership
function under various circumstances?
RQ3: What mathematical and computational models can be developed to
simulate the potential field effects on organizing under various
environmental and internal interaction conditions?
Methods Development: Data collection/analysis techniques and algorithms, a
Leadership Practices Data Collection instrument, and mathematical &
computational simulation models.
8
References
1.
Goldstein, J. (2015). Reimagining emergence, Part 3: Uncomputability, transformation, and self-transcending constructions. E:CO ,
16(2): 116-176.
2.
Goldstein, J., Hazy, J. K., & Lichtenstein, B. (2010). Complexity and the Nexus of Leadership: Leveraging Nonlinear Science to Create
Ecologies of Innovation. Palgrave Macmillan: Englewood Cliffs.
3.
Hazy, J. K., & Ashley, A. (2011). Unfolding the Future: Bifurcation in Organizing Form and Emergence in Social Systems. Emergence:
Complexity and Organization, ISSN: 1521-3250, 13(3), 58-80.
4.
Hazy, J. K., & Backström, T. (2013a). Human Interaction Dynamics (HID): Foundations, Definitions, and Directions. Emergence:
Complexity and Organization, 15(4).
5.
Hazy, J. K., & Backström, T. (2013b). Editorial: Human Interaction Dynamics (HID)—An Emerging Paradigm for Management
Research. Emergence: Complexity and Organization, (15)4: i-ix
6.
Hazy, J. K. & Boyatzis, R. E. (in press). Emotional Contagion and Proto-Organizing in Human Interaction Dynamics. Frontiers in
Psychology Organizational Psychology.
7.
Hazy, J. K., Millhiser, W., & Solow, D. (2007). Mathematical and computational models of leadership: Past and future. In J. K. Hazy, J.
Goldstein & B. B. Lichtenstein (eds.). Complex Systems Leadership Theory (pp. 345-370). Mansfield, MA: ISCE Publishing.
8.
Hazy, J. K. & Wolenski, P. R. (in press). Phase transition and complex social contagion as enabling mechanism s for coordinated
action in populations: A mathematical framework. In E. Mitleton-Kelly, Prof. A. Paraskevas, C. Day (Eds). Edward Elgar Handbook of
Research Methods in Complexity Science: Theory & Application.
9.
Holland, J. H. (1995). Hidden order: How adaptation builds complexity. Reading, Massachusetts: Perseus Books.
10. Mac Lane, S. (1978). Category Theory for the working mathematician, 2nd edition. New York: Springer.
11. Spivak, D.I. (2014). Category theory for the sciences. Cambridge, Massachusetts: MIT Press.
Questions?
Back-Up Slides
“Pullback” or “meet”
Ordering in Space of Possibilities
Team
“limit”
G
has
a
Group of members, mi
P
has
a
has
a
Project
P G
Π
PXG
decodes
as a
Cooperative Structure
“colimit”
“Pushout”or “join”
Disjoint Union for Clarity
of Role Interfaces & Map of Activities
Define: Observed “Emergence of a Team Cooperative Structure” as a “Fact”
The above statement is “True” iff the diagram commutes, that is, iff …
Team  Project  Cooperative Structure
≅
Team  Group  Cooperative Structure
Implications
Hypothesis I: The above diagram commutes, iff… Benefit
Maximized (PXG) less Cost Minimized (P G) = Value > 𝑁
𝑖=1 𝜑 𝑚𝑖
Π
Hypothesis II: Autocatalysis occurs iff catalytic Leadership Practices
are present
Hypothesis III: The presence of Residual Complexity between
• External Complexity in the ecosystem (context) and the
• Internal Complexity within the organizing system (category structure)
enables the emergence of a new Cooperative Structure (storing
additional information) that enhances the system’s predictability.
Five Leadership Functions
• Gathering Information for situational awareness
• Generative activities to create options that
accelerate information producing events
• Using information by implementing the structures
for resource and information flows
• Administering the execution & control of activities,
resources & information
• Building community & evolving collective identity
Culture of
Leadership
Among
Team Members
Frequency of
Leadership
Practices
Illustrative Practice:
- Ask questions of diverse parties
Complex
Adaptive
System
Organizing/
Coordinating
Mechanism
System Function
Performed
Collective-Level
Situational Awareness
Info Gathering/
Learning Culture
Emergence
Generative/ Creating
Alternatives & Options
Ratcheting/
Timely & Effective
Decision-Making
Info Using/
Accountability Culture
Entrainment
Administration/
Efficient Executing
Shared Identity
Sense of Community/
Employee Engagement
- Bias to“ try something” with
others and process feedback
- Promote people & activities for
success not politics
- Offer incentives to meet
objectives
- Find & promote a common
cause or purpose
Organizational
Properties Enabling
Performance
& Adaptation
–
15
Social Field Potential
• Action Vectors, ai
• Order Parameters, ξ
 Persons Directed To Goal
 Higher-scale relevant
observable among ai
• External Complexity, cext  Opportunity/Threat
• Internal Complexity, cint  Organizing Potential
• Singularities
 Discontinuous Change
Proposed definition:
Value is created when Information is gathered and used
such that through agency the residual uncertainty that remains
between internal and external complexity is reduced.