Unintended Consequences in Complex Systems

On unintended consequences

We can also never forget that complex systems are open systems; whenever we interact with them, we become part of that system. The systems we deal with are typically complex socio-technical systems, and in these systems, there is no such thing as an independent or neutral observer or consultant. When we enter a system, we become part of it; its dynamics influence us, and in turn, it changes in response to our presence. A team is not the same once a coach arrives, even if all that person does is observe. When a consultant turns up, the system changes. New connections and meanings form that change prevailing systemic patterns in unpredictable ways. Because of this, every diagnostic is an intervention, and every intervention is a diagnostic (if we are situationally aware).

In complex systems as well, despite our best efforts, there will be unintended consequences flowing from our interactions with the system. We mitigate these by keeping our interventions small and safe-to-fail, and ensuring that we have dampening strategies in place should unintended negative consequences arise. Sometimes these may be ‘helpful accidents,’ and when these happen, we embrace serendipity and attempt to amplify them. The fundamental principle here is to understand that there will be consequences, because we know that they are our responsibility to manage.

People in a particular system generally have in-depth contextual knowledge, but they may have been part of the system for so long that they no longer see what’s right in front of them. Leaders often got to be in their influential positions because they were the best competitors in the old paradigm. It is hard for people to face the idea that the knowledge and skills that brought them this far in their careers may have become detrimental. When we enter these systems as change agents, it is best to cultivate a thick skin as we will encounter defensiveness when we challenge customers’ long-held beliefs and ‘best practices.’

I’ve learned to be wary of the subtle, and not-so-subtle, ways the system often attempts to seduce me into colluding with some of its dysfunctional dynamics. This is where it can be beneficial to have a thinking partner or coach, or even to be part of a professional reflection group that can help keep us honest and force us to look in the mirror ourselves. One of the critical things to remember here is that we cannot force another person or a system to change. Our role is to help people see and think differently, be a mirror, challenge, and sometimes teach, mentor, and introduce new tools and methods. But in the end, we can’t control what happens regarding their gains in the process. The famous Biblical parable of the sower applies here. We sow seeds, some fall on fertile ground, others on impenetrable soil, and yet others sprout but get overgrown by weeds. Our responsibility is to keep sowing the seeds, that is all we have control over.