(part of the ‘Creating the Conditions for Change’ approach by Pauline Roberts, Systems Practitioner)
We’re tired, aren’t we? All of us. Exhausted, some of us. We live our lives at a pace that barely gives us time to stop and think. Barely gives us time to consider our own health and wellness. Barely gives us time to contemplate saying, ‘no’. The work I have been doing in systems change exemplifies this. People are tired. Exhausted. They want and need rest. There is little work-life balance. 9-5 Monday to Friday has become excruciatingly punishing. Tempers are fraught. Mental health is suffering. People are tired. When we are in this state, our energy is depleted by even the simplest of daily tasks. Our cognitive abilities are muted, and our enthusiasm and motivations dulled.
Over the years I have worked with Stafford Beer’s Viable System Model. I have applied it in a wide range of complex situations and the insights it gives me into the world of work, and indeed our lives, are never ending. From his neurocybernetic model of an enterprise, management principles emerged. From my academic learning and application of these principles, insights into change and systems change emerged. Inquiring into the complex situations I was faced with by exploring boundaries and purposes as conceptual constructs became the norm. Considering the perceptions of the observers of the systems in which I was embedded and observing became the norm and my insights grew.
Where Stafford Beer highlights to us that manipulation of complexity should be the task of the manager, I contemplated, ‘But what are the tasks of the leader? The system leader? The system changer?’ It was deep in contemplation about this when the insights from the viable system and wider work by Stafford Beer and the work of Ross Ashby started to come to light. In our management systems if we need to attenuate complexity, what is it we have to attenuate (and amplify) for the people in the system? For them to work without becoming burnt-out?
Fear! We need to attenuate fear. And anxiety, stress, fatigue, panic, anger, jealousy, sadness, lack of confidence and our ability to tumble into imposter syndrome. Only when we attenuate the negative elements of these emotions and reactions will we have enough energy to be able to effectively manipulate the possibilities of the environment around us to our benefit. Of course, not all fear is bad. Not all anxiety is bad. Not all anger and jealousy is bad. But it does become bad for us if it is overwhelmingly caused by our working conditions and by those who we interact with on a daily basis, who are in the same stage of depleted energy as ourselves.
Using the viable system model in my work, I will routinely contemplate variety attenuation in terms of implementing things that co-ordinate the work, so that the people doing the work are supported better. I contemplate the resources required and the perverse performance indicators that might be in place. I contemplate how we might balance the variety equation in terms of dealing with demand. In addition, my Creating the Conditions for Change approach focuses on how we can attenuate the negative emotions and/or feeling of burn-out we may experience in the workplace and how we can amplify our positive energy, so that we can engage with the complex situations we are embedded in to a greater and more effective degree.
In my work with Creating the Conditions for Change there is a strong focus on increasing confidence and reducing fear. A focus on peer-to-peer support, collaborations, storytelling, reciprocation strategies and relationships. On networks, communities, honesty, openness, trust and vulnerability. On sharing and making meaning together. On coaching one another and learning together. On humanity, authenticity and integrity. On self-referencing and identity.
It is not just the working environment we need to optimise. It is ourselves and our own health and wellness. It is these conditions that support us, nurture us and enable us to embrace our own humanness, that we need to optimise. It is the kindness we seek and want to give to others that we need to optimise. Only then will we have amplified our energy levels to be able to have effective energy exchanges with others and with the environment around us. We are a major part of our work ecosystems. The same principles I would apply to any other elements of the work are what I would apply to us. For me, those insights came from both systems thinking in general and very largely cybernetics and the work of people like Stafford Beer and Ross Ashby. They existed in a different time and in a different context, but the same principles apply, in my opinion.
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