Personally, I believe that Obolensky’s demonstration of the Chaos Game
represented the idea of how self-leadership or lower levels of the organization
are likely to yield more efficient results than top level employees and directive
leadership. Unlike the past, organizations are much larger and more complex: consisting of many departments that work together to reach a common goal. With
the many things that occur within the organization, it has become excruciatingly
difficult for top leaders to fully run the organization and understand what's happening around them. To gather as much information as possible, Obolensky suggest organizations to implement autonomy and the bottom-up style of leadership: as those towards the bottom of the organizations are often times more informed than those on top (2014).
The idea of the Chaos theory is a lot like systems of thinking. Rather than looking at the whole picture, systems of thinking examines the finer details that occur within the organization. The purpose is to gather as much information (from different angles) possible to gain a better understanding of the full system. Recalling the difficultly of top leaders knowing all this information, Obolensky suggest them to depend on the help of those on the lower end of the organization. Statistics-wise, Obolensky (2014) states that lower-leveled employees tend to know as much as 60% of the information within the organization versus the 10 to 30 percent of those on top. As a result, when top leaders are unsure about a situation, they are encouraged to reach out to those at the bottom to gain as much information possible.
My university is one of few examples that illustrates the general idea of the Chaos Game. One of the overall university's goal is to reach out to potential students. From the top of the organization, the idea of which students we're targeting is likely very broad. Since there are over 100 plus campuses worldwide, top leaders depend on us advisors to reach out to potential students. As we go down the workplace hierarchy, university staff becomes more aware of the surroundings: leading to more specific target groups. In my campus for example, we are located across the street from the Boeing Company. As a university mainly specializing in aviation and aerospace fields, they will make a great target. As a result, we periodically set up a small booth inside the Boeing Company's cafeteria and attend any events where they may be sponsoring.
References:
Obolensky, N. (2014). Complex Adaptive Leadership: Embracing Paradox and Uncertainty (2nd ed.). UK: Gower Publishing.
The idea of the Chaos theory is a lot like systems of thinking. Rather than looking at the whole picture, systems of thinking examines the finer details that occur within the organization. The purpose is to gather as much information (from different angles) possible to gain a better understanding of the full system. Recalling the difficultly of top leaders knowing all this information, Obolensky suggest them to depend on the help of those on the lower end of the organization. Statistics-wise, Obolensky (2014) states that lower-leveled employees tend to know as much as 60% of the information within the organization versus the 10 to 30 percent of those on top. As a result, when top leaders are unsure about a situation, they are encouraged to reach out to those at the bottom to gain as much information possible.
My university is one of few examples that illustrates the general idea of the Chaos Game. One of the overall university's goal is to reach out to potential students. From the top of the organization, the idea of which students we're targeting is likely very broad. Since there are over 100 plus campuses worldwide, top leaders depend on us advisors to reach out to potential students. As we go down the workplace hierarchy, university staff becomes more aware of the surroundings: leading to more specific target groups. In my campus for example, we are located across the street from the Boeing Company. As a university mainly specializing in aviation and aerospace fields, they will make a great target. As a result, we periodically set up a small booth inside the Boeing Company's cafeteria and attend any events where they may be sponsoring.
References:
Obolensky, N. (2014). Complex Adaptive Leadership: Embracing Paradox and Uncertainty (2nd ed.). UK: Gower Publishing.
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