Something being large is not necessarily the same as it being complex. However, the notion that complexity can be dissected into small units and still make sense is an illusion.
You may be familiar with the situation where a task becomes so complex that it is difficult to grasp. Where do you start and where do you end? Then comes the phrase: We just need to eat the elephant piece by piece!
The problem here is that a LARGE elephant is being compared to a COMPLEX problem. In fact, eating an elephant is indeed a large task. But that does not make it complex!
So, if you are dealing with a complex task, merely chopping it into smaller parts will not suffice.
Instead, we must adopt an approach that may start to sound familiar: Diversity!
Involving diverse competencies and experiences is not a new idea, even though it still seems to be an insurmountable challenge in many places (…). The concept of diversity is important to address here because complexity is essentially about diversity – also called interconnectedness.
If complexity is interconnectedness, then it is through diverse voices coming together that we create a conducive and life-giving dialogue. A life-giving dialogue is characterized by the fact that diverse competencies and experiences in problem-solving are equally heard and given a voice.
Allowing space for life-giving dialogues to solve complex challenges and tasks will ensure the following:
- Many competencies are invited to the dialogue (diversity)
- The dialogue is facilitated so that everyone feels safe to participate (inclusion)
- Room is held for collective intelligence (interconnectedness)
The facilitated dialogue begins with a presentation of the issue, after which participants take turns asking clarifying questions and then take turns contributing their input to the solution or decision. Does it sound oversimplified to think that merely facilitating a round of questions and input can solve complex problems? Perhaps, but viewed from a meta-perspective, it is likely more enlightening than when several people talk over each other to get their perspectives across, when many are more preoccupied with formulating counterarguments than listening to others and when the rest resign and give up in the verbal battle. The method of listening, asking questions and then reflecting gives diversity a voice.
In this example, I try to address a well-known organizstional challenge, namely our ability to create diverse and inclusive workplaces.
What does this have to do with the regenerative organisation? One might ask. To me, it has for a long time been clear that we need to integrate diversity and inclusion into the processes, structures, and practices we have in our daily lives, not just ‘decorate’ with bias training as if it were a cherry on top of a cake. Diversity and inclusion are prerequisites, not the goal.
The goal is to create the best conditions for life
This means creating organisations where we feel heard and where we feel safe to express our thoughts, even when we disagree. However, this should not be seen as a simplistic standalone initiative or a garnish added to leadership training – so ein ding müssen wir auch haben – but as a natural understanding that the regenerative organisation is inherently diverse, inclusive and interconnected.
Curious for more?
If you want to hear even more about all of this from Majken, you can now order her book at Praksiz.dk
