Butterfly Effect
I
recently started at a new job in a unique position that had just been
created. The job was listed under one company, but the actual location
of this job was within another company. During the interview process
only the ‘listed’ company’s
name was ever talked about; however, once I started I was told that I
would in fact have two bosses and that 70% of my work would be for the
‘listed’ company and 30% would be for the ‘location’ company.
The
listed company had just moved into the location company’s building less
than a year ago and just received the approval and funding for this
position I was hired for. However, in order for this to happen, it was
agreed upon that my position
would be split 70/30.
This
position has been an awkward position to be in from the start since no
one really knew exactly what the duties would be and how it would all
play out.
The
point to all of this is…as awkward has this has been for me, I can tell
that it is still pretty awkward for the company as well. This small
butterfly effect of the “merging” of the offices has had a definite
impact on both organizations.
While we all work together under the same paycheck signature, there are
very clear lines drawn as to who works for whom. I do not believe this
has been an easy transition and it appears that there is not much
willingness to change that, at least not right
away. The way I see it, this merging has become a negative catalytic
mechanism. It was a small change, but yielded a large result and not in
the way that was expected.
According
to the example that Oblinsky gives about Collins, catalytic mechanisms
have five characteristics: one, they have unpredictable results; two,
they distribute power; three, encourages the team to be “self-policing”;
four, they help
to eject viruses; and five, the produce on-going effects (2010). This
merging as created all 5 of those characteristics.
Since
complexity science looks at regrowing an organization from the
traditional pyramid frame into more of an interlocking circle with
member having more interactions with other members, it would appear that
this is exactly what this company
needs. The first step would be to have a clear vision and I don’t know
if anyone has ever made the vision of this merge clear. As a new hire, I
couldn’t tell you the vision of either company. I know I’m new, but I
do see lots of room for improvement that maybe
I can help bring about. Maybe I can start making little, positive
changes that will bring about a positive butterfly effect.
Obolensky, 2010. Complex adaptive leadership. (2nd edition). London, UK: Gower/Ashgate
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