‘Elegant simplicity’ – Getting it done
“From chaos and complexity to elegant simplicity…”[1]
Going from the shell of a nut to the seed is an easy process; you just need a nutcracker. In essence, you’re messing with the nut’s nutrition by breaking down the outer protective shell that keeps it healthy and edible on the inside.
Work systems also have layers on top of them, but let’s think of the outer layer as complexity, and the core as the real problems to be treated. Now, we have to deal with the complexity, there is no way around it. We have to break and reconcile these issues if we are going to solve the main problem, just as we have to break the shell to get to the kernel inside the nut to eat it.
Trying to break out of the shell and work with organizational systems, with people in them, is an entirely different matter. These are just a few problems:
– It is the people who introduce the complexity,
– It is by trying to satisfy people that we often create (and prolong) problems of complexity, and
– Some complexity issues are necessary, while others are unnecessary; some are simply problematic, whether they are necessary or not.
Complexity brings with it problems and issues to be resolved. However, organizational systems, by design, to function effectively and efficiently, must be as simple as possible. Simplicity is power.
When we achieve simplicity in a way that includes all the complex issues that need to be taken into account we have achieved elegant simplicity — the result is elegant and anyone who has worked in any organization can attest that this result is rare. However, it doesn’t have to be.
Two great quotes demonstrate the tension we must maintain in order to find elegant simplicity:
“I wouldn’t give a damn for simplicity this side of complexity, objectiveI would give my life for simplicity on the other side of complexity.” -Judge Oliver Wendell Holmes.[2]
“Any idiot can simplify by ignoring complications, objectiveIt takes a real genius to simplify by including the complications.” -John E. Johnson.[3]
Again, keeping things simple for including complexity is very rare indeed. All kinds of organizations are grappling with this scoop of postmodern existence. Common problems are people:
1) Resist thinking because it is hard work,
2) Being too detail oriented and processes get bogged down, and
3) Perceiving things differently and disagreeing too much. (I’ve been to meetings where all five people who attended disagreed with each other! This shows how different people are.)
The following things are part of the answer to elegant simplicity:
– Don’t forget the big picture: from time to time (regularly) go back to the ‘helicopter’ point of view.
– For each problem, assign ‘the simplistic view’ to a few people. Ask them to be deliberately simplistic and challenge any complexity they see. Give them license.
– Understand that people introduce and entertain complexity for all sorts of reasons, some of which are not genuine. Some are due to impure motives. This is the worst complexity.
– Don’t be afraid to think laterally and innovatively (which is “implementing creative ideas”). Thinking will break the complexity every time.
– Believe in your heart that there is simplicity everywhere, because there is. We just have to be able to see it. This can only happen when we work hard on our thinking.
We should remember this saying of truth from Morton C. Blackwell: “Do not make the perfect the enemy of the good.”[4] In other words, perfection is not the goal in today’s world, and has never been the real goal, perfection is not necessary if we can deal with the ‘people’ element. If we can get people to accept this, we’re halfway there.
When people finally accept…
– Things are not going quite right,
– Less than perfect solutions, but equal, acceptableY
– Results that even leave some level of residual discomfort (tolerable but nonetheless),
… They can move on to the next revelation, and the greater good of the system can finally be achieved with simplicity, while supporting essential complexity. Enter leadership, and the product of leadership of people, teamwork.
People are the problem to achieve results of elegant simplicity for organizational dilemmas. The real missing link to elegant organizational simplicity is leadership. True leadership will get us there, negotiating people’s problems as we go. Most problems are people problems.
True leadership is about building teamwork and togetherness, while making courageous decisions, to achieve elegant simplicity; it is to begin (and continue) with the end in mind.
Copyright © 2008, SJ Wickham. All rights reserved throughout the world.
[1] StephenGHaines, The complete guide to systems thinking and learning(Human Resource Development Press, 2000), pages: Introduction and Foreword.
[2] Ibid.
[3] Ibid.
[4] Morton C. Blackwell, Law in Politics (More available online: www.leadershipinstitute.org)
