This week we overlay some interesting theories of complexity with strategic leadership. One of these theories is the butterfly effect which can be described as a catalytic change beginning with relatively small circumstances that amass large implications over time.
The butterfly effect is in stark contrast of the first law of thermodynamics, otherwise known as the Law of Conservation of Energy, which states that the effort injected will dictate the results received. Organizations, especially in today's dynamic organizational environment, often see dramatic results from the smallest changes in policies, markets, and economies. In other words, sometimes the greatest achievements are the results of the most random accidents.
An example of the butterfly effect in my organization, the US Navy, can be seen in some recent events regarding active shooters in the the Washington DC Naval ship yards in 2013 and in March 2014 on the Destroyer USS Mohan in Norfolk, VA. These random and unforeseen events both have had impacts that will change how we conduct business in securing our Naval assets for the foreseeable future. Unfortunately, these implications are more of a reactionary measure, but none the less will have large results in force protection throughout the Fleet. As a leader of a security section on board the aircraft carrier Dwight D. Eisenhower we are already enacting policy changes to step up our game and protection of our vital assets.
Another example of the butterfly effect occurred in the air traffic control facility in Key West 2010. As controllers we are constantly training our replacements in specific positions. When the training process was halted for a mere two months by our senior enlisted leadership the effects were felt around one year afterward when we had a lapse in qualified personnel able to keep the facility operational. By summer of 2011 we had only two facility supervisors to cover a 7 day a week/18 hours a day operation. Not only did we control military aircraft, but we were the terminal radar control for Key West International Airport. These two supervisors were working exhausting hours for weeks on end (which is not the safest situation when so many lives were in our hands) all because a senior chief decided to "teach" us a lesson and stop our training. Fortunately, we made it through that tough period with zero incidents which is a direct result of incredible fortitude of those controllers and our team. However, this is a prime example of a small decision having potentially huge repercussions down the road.
Understanding the butterfly effect can shed light on how we as leaders make decisions. We have to take into considerations the long term effects our decisions can have on our organizations. Rapidly changing environments in the global economy are driving new parameters in which we work and lead. We will constantly be challenged with new scenarios that will direct the course of our organizations. We must be vigilant to the concepts of chaos and complexity and be prepared to make sound decisions that will have a positive effect in both the short and long term. Understanding that small changes can yield large results is a resounding reality for today's leaders.
JP
The butterfly effect is in stark contrast of the first law of thermodynamics, otherwise known as the Law of Conservation of Energy, which states that the effort injected will dictate the results received. Organizations, especially in today's dynamic organizational environment, often see dramatic results from the smallest changes in policies, markets, and economies. In other words, sometimes the greatest achievements are the results of the most random accidents.
An example of the butterfly effect in my organization, the US Navy, can be seen in some recent events regarding active shooters in the the Washington DC Naval ship yards in 2013 and in March 2014 on the Destroyer USS Mohan in Norfolk, VA. These random and unforeseen events both have had impacts that will change how we conduct business in securing our Naval assets for the foreseeable future. Unfortunately, these implications are more of a reactionary measure, but none the less will have large results in force protection throughout the Fleet. As a leader of a security section on board the aircraft carrier Dwight D. Eisenhower we are already enacting policy changes to step up our game and protection of our vital assets.
Another example of the butterfly effect occurred in the air traffic control facility in Key West 2010. As controllers we are constantly training our replacements in specific positions. When the training process was halted for a mere two months by our senior enlisted leadership the effects were felt around one year afterward when we had a lapse in qualified personnel able to keep the facility operational. By summer of 2011 we had only two facility supervisors to cover a 7 day a week/18 hours a day operation. Not only did we control military aircraft, but we were the terminal radar control for Key West International Airport. These two supervisors were working exhausting hours for weeks on end (which is not the safest situation when so many lives were in our hands) all because a senior chief decided to "teach" us a lesson and stop our training. Fortunately, we made it through that tough period with zero incidents which is a direct result of incredible fortitude of those controllers and our team. However, this is a prime example of a small decision having potentially huge repercussions down the road.
Understanding the butterfly effect can shed light on how we as leaders make decisions. We have to take into considerations the long term effects our decisions can have on our organizations. Rapidly changing environments in the global economy are driving new parameters in which we work and lead. We will constantly be challenged with new scenarios that will direct the course of our organizations. We must be vigilant to the concepts of chaos and complexity and be prepared to make sound decisions that will have a positive effect in both the short and long term. Understanding that small changes can yield large results is a resounding reality for today's leaders.
JP
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