In complexity, where relations are not lineair, nor deterministic, a wide open attention span allows the reception of weak signals of emerging patters in early stages, when one still can probe with safe to fail experiments to understand and nudge the context dynamics of the moment towards the direction one wants to go.
This has implications for training and development. In the complicated domain it is enough for people to develope their expertise through acquiring codified knowlege (manuals, models, procedures and processes) to analyse and choose which categories of solutions apply. In complexity, classifications can not be known upfront. The skillset to effectively deal with complexity, leans on the ability to abide ambiguity and uncertainty, develop sensitive receptivity to weak signals, percieving and making sense of the systemic interrelating dynamics as a whole and intuiting emergent patterns. Intervening by probing, requires the courage to dare to do little early, not knowing nor having control over the outcome.
This generally creates a lot of anxiety, especially for those used te being able to forcast and control their organisations towards the targets as planned. Learning to let go of control, cultivate a wide open awareness to be receptive to weak signals of emerging patterns, regulate ones own emotions to allow others to take leadership and let self organisation happen, is pretty much the opposite of the highly focussed, goal oriented command & control style of leadership most tip executives know.
It is a very basic shift from a fear based position to a trust based one. A transformational shift of a highly personal nature for most, and not one that needs to be done alone. For the range of services to support your organisations transformation towards a coachings culture or self organisation: contact us.