Adaptive Action Labs

Many people see ambiguity, cognitive overload, and helplessness at the intersection of complexity science and human systems. They worry about unpredictable surprises, and they fear the loss of control that mark VUCA (volatile, unpredictable, complex, and ambiguous) environments. But there is an alternative approach. It is possible to do good work in complex adaptive systems without denying or fighting their inherent uncertainty.

You want to change across your organization or in a broader system. You know change is needed, but you hear resistance and concern about “reinventing the wheel” or wasting time exploring new ideas.

You recognize the urgency for groups to work together to create a shared future. Yet, the challenges are great. Many forces influence every decision and outcome. Groups are more diverse. History shapes today’s actions and informs future patterns. Differences that emerge often create high stakes for those who are involved.

As a consultant, you are expected to take an expert stance—find out what’s wrong, provide the solution, and then coach members of the team as they implement that solution. You are  expected to know all the interventions and to offer best answers to leaders who ask for your help.

You know that conflict is never simple. For you and for others in conflict, risks are high, and outcomes are unknown. You experience ripple effects across life at home, at work, or in the community.

You often connect with others to complete projects, share interests, or create social change. You connect through a network of formal and informal exchanges that share energy and other resources to accomplish your goals.

In the complexity that makes up your life, it is easy to use the differences that are important to you to describe or define the uniqueness of groups and individuals. Differences can be the energy points for significant change. Your challenges often arise, however, when those dividing lines of difference serve only to separate and divide.