Leadership Organizational Change & Complexity

Following is a splendid piece of insight coming from my friend and colleague, Michael Josefowicz, on honing leadership skills in a complex environment.


For economic development, entrepreneurs and organisational change it’s all the same.

1. Create leaders.
Make them believe they can manage complexity by showing them they can.

2. Create high performance teams.
One person always has a limited view. Often right, sometimes very wrong. Without a high performance team in place that can disagree within a context of trust the chances of getting it very wrong increase radically.

3. Choose a problem that is both solvable and worth solving. Focus on the problem and the constraints of time and money. Leadership and high performance team practice can be learned with any problem.

After that it’s all simple and self sustaining.


What is most interesting is the direct relationship between leadership skills and problem solving. It would involve developing a wide range of human skills to operate at the level of “unconscious competence” in a complex environment.

Personal Transformation — A Nemetical Approach

We are always in the midst of changes.

That is the fundamental reality from which every other thing happens.

It has no fixed image. It has no fixed direction. It comes from ‘nowhere’. It goes ‘nowhere’.  It is always in a state of flux. So none can put a permanent meaning to it.

The whirlpool of changing phenomena is created through interactions of flux fields.

Such fields connect everything to everything to create an intricate web of relationships.

Interactions happen between all relationships.

Such interactions form the fundamental level of communication.

In this flux of continual changes we are both players and spectators of the changes.

Such changes manifest as events.

We create those events through our behavior and actions.

Our behavior is governed by our intentions.

Our Intentions are generated by our skills: Noticeornot, Engageornot, Mullornot, Exchangeornot (NEME) that give rise to either Skillful Actions or Unskillful Actions.

Quality of NEME is dictated by the quality of our four human faculties — Feeling, Imagination, Thinking,  Actions, where Feeling is the secret Key. Imagination is the Creator, Thoughts are Gifts and Actions form changing Reality.

The process of developing those faculties is: Love yoked to Respect and Reason.

The underlying mechanism of yoking Love, Respect and Reason is through the Power of See. The goal is to go beyond the present consciousness and see things anew to continually expand consciousness to its highest potential.

Power of See is developed through the knowledge in Arts, Science, Engineering, Technology, Mathematics, Communications and Design.

The undesirable or inauthentic constraints to ‘Seeing’ are formed from products of conditioned existence.

The method of eliminating such constraints of conditioning is through Memory, Discernment, Merger and Action.

The unconditioned self is the liberated self — empty of all conditioning, that constantly adapts and/or adjusts to changes.

When we adapt or adjust our selves to the environment; the environment also adjusts and adapts to our liberated consciousness.

Then higher levels of communication take place — inducing desirable flows.

It is creative. It is original. It delights. It is liberating.

One liberated self liberates many selves through sharing.


Ref: Winning Anywhere – the Power of See

Contradiction and Nemetic View of Leadership

This is a video conversation between John Hagel III and John Seely Brown talking about negotiating fast paced changes in today’s world that does not even blink to throw surprises at us on a daily basis. They suggest that we look at underlying structures, sense changes and respond as best as we may. Great advice.

However, the Nemetic perspective about this phenomenon is similar yet different.

In Nemetics, the ‘ripples’ are events both helpful and unhelpful, that happen spontaneously. Such events are called R waves. Leaders need not focus much on such events to fix them but it is necessary to take note of those since R waves are just symptoms of deeper truths waiting to be uncovered.

The underlying structure that creates such ripples of the R wave is the G wave that denotes ‘behavior’. Leaders also need not focus too attentively on the G wave but take note of that too. This is because it is the best place to capture ‘signals’ to detect incipient traces of R wave events taking birth.

And the underlying theme that modulates G wave is the B wave, which stands for things like intention, management consciousness and public consciousness manifested as design, policies, rules, guidelines, etc. It is the source of all the energy that flows through any system causing it to evolve over time within authentic and/or inauthentic constraints. So, it is the B wave that calls for intense leadership focus. It is here that dramatic and long lasting changes can be brought about through minimal and effortless design interventions.

RGB is the Nemetic view of leadership to negotiate complexity.

Is Change Constantly Desirable?

We are generally made to believe that ‘change is the only constant’ and it is so good for our well-being that we must adopt it as soon as possible.

In our professional lives it is drummed loudly into our ears in measurable daily doses by bosses, managers and élite professionals. This myth has been repeated so many zillion times that we have grown to accept it as a truth.

The reason professionals keep harping on this myth and make it sound so real is the hidden strategic motive of manipulating others to align with their line of thinking so that the exercise of power becomes easier with a change of mindset.

But as we look around us we find so many things that don’t seem to change or are not desirable to change.

For example, who would like to change the Taj Mahal for whatever it is — to make it more beautiful or more attractive to tourists?

Or for instance, who would like the French vineyards to disappear overnight for some real estate development depriving us of the fine wine and champagne?

Or who would like to change sexual relationship between men and women for the sake of some great ‘spiritual’ attainment of human society or for the sake of containing global warming?

So, in any context of human activity it is a mix of ‘change’ and ‘desirable permanence’.  And the two create what we know as culture.

While contemplating a change two important questions seem to be in order:

1. Does it help me and others to create more leisure time to pursue attainment of my potential as an ethical human being?

2. Have I and/or others related to me, come to the edge of doing something that does not offer any more happiness and love?

Leaders must pay careful attention to this aspect. If they are on a blind and thoughtless mission to zealously change everything they come across they would soon land into a big mess from where it would be difficult for them to come out. It would then create unnecessary ‘stress’ in whatever community or society they run to decimate material conditions, happiness and love of the collective. Such leaders, for the right reasons, soon get kicked out or aren’t respected anymore.

If so, the very purpose of leading a creative life would be lost.