Thanks for doing the messy work to write this, Mark. I got some important insights from your article.
I’ve been teaching about complexity for about 10 years as part of my job developing leaders in large companies. This field has been plagued with the snake oil of over-simplified “proven techniques” for decades.
Leaders are in the people business. People are complex all the way down. Not just large scale collective human behavior that creates an economy, but also every individual’s personal behavior.
If you are unwilling to use thinking styles appropriate for complex problems, please don’t step into leadership. It will be unfulfilling for you and a potential nightmare for those you lead.
Any chance you would be willing to write about how complexity defines the job of leading? From a supervisor at a fast food restaurant to the CEO of a Fortune500 company.
Thanks for doing the messy work to write this, Mark. I got some important insights from your article.
I’ve been teaching about complexity for about 10 years as part of my job developing leaders in large companies. This field has been plagued with the snake oil of over-simplified “proven techniques” for decades.
Leaders are in the people business. People are complex all the way down. Not just large scale collective human behavior that creates an economy, but also every individual’s personal behavior.
If you are unwilling to use thinking styles appropriate for complex problems, please don’t step into leadership. It will be unfulfilling for you and a potential nightmare for those you lead.
Any chance you would be willing to write about how complexity defines the job of leading? From a supervisor at a fast food restaurant to the CEO of a Fortune500 company.