The Edge of Chaos
If someone invited you to dance on the edge of chaos, would you accept?
Depending on your risk appetite, this might sound like a thrilling adventure, utterly terrifying, or somewhere in between.
The build up of tension and anxiety over the past month in the midst of COVID-19 may make us feel like we are dancing on the edge of chaos. Operating in an environment full of anxiety, tension, unknown, and yet… potential. Complex Systems Theory suggests that the edge of chaos is the ideal point to hold ourselves to elicit creativity and meaning making. Perhaps that is why the risk takers out there accept the invitation with an excited “Yes!” - they can sense the possibility.
It has been said that to reach peak performance, we need to be comfortable being uncomfortable. Why? Because pressure makes diamonds. That is, tension can produce something unique and remarkable. This is the very argument for dancing at the edge of chaos, according to Complex Systems Theory. It is within this state of heightened anxiety that we have the opportunity to innovate. As long as we can cope with being on the edge.
This opportunity for creativity has sprouted itself in unique ways during COVID-19 – local breweries pivoting to produce sanitiser in place of beer; Louis Vuitton and Chanel shifting from handbags to face masks and other protective clothing. Systems starting with their skills and expertise, inviting in more diversity (or in the case of COVID-19, shoving its way in), sitting on the edge of chaos, and discovering they can help find unique solutions to new problems.
If we can understand the benefits of this opportunity for creativity and meaning making, what is needed to allow the edge of chaos to exist? And how do we hold each other at the edge, without tipping into the chaos, or shying away from the edge back into comfort?
One industry very familiar with operating on the edge of chaos and honouring the creative output is the music industry. The past fifteen years have seen the way people create, produce, access and ingest music shift so significantly that the industry would be unrecognisable to the previous generation. The addition of COVID-19 has once again required the whole ecosystem to re-evaluate their business models and quickly pivot. Even for this industry where diversity and creativity are fostered and celebrated, this current situation has introduced a constant state of anxiety. The edge of chaos.
“Creativity is inherently messy. It’s chaotic and nonlinear.” Alicia Keys
When speaking to my dear friend, Rowan Brand, Director of TRIBE Management, about leadership in the music artist management industry, this concept of the edge of chaos was the undertone of his experience and story. What Rowan understands instinctively, and Complex Systems Theory supports scientifically, is that for this edge of chaos to effectively create meaning and creativity, the following need to exist: Trust, Shared Purpose, Generative Dialogue.
1. Trust
A familiar concept in organisations, culture creation and relationships, trust is the key element to allowing us to operate at the edge of chaos. Trust and safety are the foundation of cohesive, productive and effective systems (Rekalde, Landeta, & Albizu, 2015). Living, watered, active trust.
Building and maintaining trust requires energy and time. By acknowledging trust and nurturing it, a system has a base from which everything else sprouts, including shared purpose and generative dialogue. Even more significant is that trust begets trust (Curşeu, 2006), so if it is established upfront and continuously nurtured, chances are it will grow organically.
Practically speaking, that means paying attention to trust – how much of it exists, how to grow or mend it. Rowan shared that for TRIBE, this means putting some structure and governance around an otherwise fluid industry with blurred edges.
“If you have an environment where there is stability and trust in the relationship and protections for both parties then you can focus on the job that needs to be done.” Rowan Brand
In this case, the job is to help artists to build their careers. Know when to push them creatively, know how to serve and protect them professionally.
Trust is not something that is developed once and put on the shelf to gather dust. As a global company, nurturing trust means the three Directors of TRIBE meet quarterly, face to face to spend two uninterrupted days together connecting, questioning and strategising. Intentionality and consistency are key.
From trust, all things can grow. The music can be written, the band can come together, and the show can go on.
2. Shared Purpose
With trust in place, it’s possible to collaboratively create shared purpose. Shared purpose refers to things such as values, hopes, fears, responsibilities, that give meaning to the things we do. Our Why. The ultimate measure we have for whether something is valuable or not (Cavanagh, 2013).
When Rowan thinks about his Why, he comes back to “Does this matter?”. The ability to take perspective and answer this question relies on knowing the answer to “What matters to me? And what is important to me?” and being able to align them. Understanding what the core, shared purpose of TRIBE is allows Rowan and the team, as he says, “to put a framework around decision-making”.
As a leader of a global organisation, Rowan says “Leadership is about being the thermostat for the values. And my job is to build some kind of consistency of values to communicate the values of the band and our company to them, so they can do those jobs with those values being represented.”
The key takeout here is that operating in fluid, diverse, creative industries doesn’t mean leaving behind any type of structure or core. What is required for the creativity to exist is to be united in a shared purpose. For TRIBE, that is knowing who they are and why they exist. “We aren’t in the business of making musicians, we are in the business of building careers."
"We tend to only really work with clients who share considerable amounts of ground in our vision and values. And that’s what makes us a good fit for working with each other.” Rowan Brand
Indeed, the very existence of TRIBE is a result of a synergy of values between three people. “Our values is our main asset. Our reputation and our brand is what we exchange.”
3. Generative Dialogue
“When we are deeply connected to other people, one of the great things that happens is that we are more able to listen to them, we’re more able to give them the benefit of the doubt and that makes dialogue possible. … Relationship is the foundation of dialogue.” Dr Vivek Murthy, 19th Surgeon General of the United States and author of “Together”.
My dad has always taught me “It’s not what you say, it’s how you say it.” Of course, content is important, but how we communicate with each other can shape the way the content is received and construed.
Generative dialogue is where different perspectives can be tabled, with each person becoming curious about others’ views. The result is healthy dialogue, leading to collaborative decision-making and action (Isaacs, 1999). It is not debate. It is not compromise. It depends on trust, and can help create cohesion (Cavanagh, 2013).
In everything Rowan spoke about – his leadership style, his vision for TRIBE, his co-Directors and clients – what was key to their success and clearly an area of constant focus was ensuring his team are in generative dialogue. “We lean on each other’s advice and perspectives.” That is – to accentuate the diversity within the group, the position of each member of TRIBE at the start of each conversation is:
I don't have all the answers;
I may be able to learn something new; and
I believe that together we will find the answer.
The ego is parked so as to remain curious enough to understand the perspective of others. Simultaneously, Rowan can look at his own views and understand any embedded assumptions or biases. Being able to explore these ideas collectively, and then move out of reflection and into action is the where generative dialogue differentiates itself (Cavanagh, 2013).
“Having an understanding that we don’t all have to be the same person. We all need to embrace our differences and, to be honest, try and make the most of them when it’s appropriate. … The structure is there to support the values. … Therefore, not being fixed on the 'how' because the end goal is agreed upon.” Rowan Brand
So, what now?
As Rowan would say, what is the job to be done? As leaders, it is to take the system to the edge of chaos and to hold it there. With living, watered, active trust; knowing who you are and why you exist; and a commitment to remain curious, parking the ego when communicating and moving it to action; the system can focus on three key priorities that build space for the edge of chaos. Rowan’s words are used to briefly explain these priorities:
Connection and process
“Governance is the DNA for healthy businesses. … The frame that you put the business in is what gives you the environment for naturally good decision-making if you set the frame right.”
“Our relationships with each other are fundamentally very important. Because that’s the context within which all this stuff happens.”
Remain open, widening their boundaries of thinking and operation
“We have been careful to give ourselves the freedom to stretch and change and keep things on the table and not to rule anything out. And for people to feel comfortable to do that you have to create a safe environment. So we focus on our connection with each other.”
“But also if there are certain things we can’t quite come to agreement on, we tend not to be too assertive about it. Fight for the things that matter for you. But for the things that aren’t essential for you, then be tolerant to each other and allow each other the space to be individuals.”
Taking a long-term view
“Our industry is constantly changing. If we don’t take the time to discuss these bigger picture things then we are going to stagnate. That’s a big driver of innovation for us.”
“Building that structure, we see as quite responsible. And responsible to the vision and values that our artists and we share.”
Summary
In times of anxiety and tension, our instinct is to decrease the discomfort. Instead, try and embrace it, with strong foundations of trust, shared purpose and generative dialogue. This will allow you to focus on long term goals, remain connected and ensure processes are in place, and expand the boundaries of how you and your teams think. In Rowan’s words:
“Luck is where preparedness meets opportunity. Now is our time to be prepared. … What always happens in a fast-moving and innovative and unregulated industry is that new ideas will come up … and that will be an exciting place to be.” Rowan Brand
Leadership that takes us to the edge of chaos and makes it safe be there can elicit the most creative and innovative ways of being.
Approaching, holding and exploiting the edge of chaos will not break the system. Chances are it will create a masterpiece.
Brown, B (Presenter) & Murthy, Dr V (Guest). (2020, April 21). Unlocking Us: Dr. Vivek Murthy and Brené on lineliness and connection [Podcast]. Retrieved from https://podcasts.apple.com/au/podcast/unlocking-us-with-bren%C3%A9-brown/id1494350511?i=1000472142134
Brown, B (Presenter) & Keys, A (Guest). (2020, April 7). Unlocking Us: Alicia Keys and Brené on More Myself [Podcast]. Retrieved from https://podcasts.apple.com/au/podcast/alicia-keys-and-bren%C3%A9-on-more-myself/id1494350511?i=1000470721919
Cavanagh, M. J. (2013). The Coaching Engagment in the 21st Century: New paradigms for complex times. In S. David, D. Clutterbuck & D. Megginson (Eds.), Beyond Goals : Effective Strategies for Coaching and Mentoring (pp. 151-183). Farnham: Ashgate Publishing Ltd.
Curşeu, P. L. (2006). Emergent states in virtual teams: a complex adaptive systems perspective. Journal of Information Technology, 21(4), 249-261.
Isaacs, W. (1999). Dialogue and the art of thinking together: A pioneering approach to communicating in business and in life: Crown Business.
Rekalde, I., Landeta, J., & Albizu, E. (2015). Determining factors in the effectiveness of executive coaching as a management development tool. Management Decision, 53(8), 1677-1697.