General Systems Theory and Chaordic Systems Theory

1 General Systems Theory and Chaordic Systems Theory as Applied in Organizations Today Part 1 Reflection 

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Revised Paper Introduction In organizations, change may take place suddenly and rapidly. The systems approach to management involves investigating a firm’s activities in its totality to realize its set goals efficiently. Two of the most significant system thinking applications in the organizational context include the General Systems Theory and the Chaordic Systems Theory (Williams, Kennedy, Philipp, & Whiteman, 2017).

The General Systems Theory offers organizations a framework to grow and change as they obtain feedback from external and internal sources. On the other hand, the Chaordic

3 Systems Theory refers to the complex and dynamic arrangement of connections between elements to form a unified whole. In other words, it is a coexistence of chaos and order. This paper aims to explore the concepts of General Systems Theory and Chaordic Systems Theory as applied in organizations today. This exploration will rely on a review of the literature to examine the constitutive components of the two theories and how they can be integrated into businesses to promote sustainability.

The Components of General Systems Theory The General Systems Theory integrates the analytic and synthetic approach, which is a system regarded as a collection of organized elements for a common purpose (Burden, 2018). The elements in the typical system are interconnected, interdependent, and interrelated. They form a complex unitary whole. According to Williams et al. (2017), the critical components of the general systems theory include input, processes, output, and feedback. Other additional components include control, environment, goals, and mission.

The input denotes the material or energy that goes into the system. On the other hand, the processes are the actions that take place within the system and transform the input. The output refers to the results that are derived from the processes. In contrast, feedback is the generated information that can be applied to evaluate and monitor the system.

How the Components of the General Systems Theory Relate to Organizations In the business context, the system refers to the part of the organization that interacts with the organization as a whole and within the industry or market (Burden, 2018). The current application of the system in the business context is centered on the organization of systems within an organization and business functioning dynamics. It offers a framework upon which business owners understand how different entities interact and influence each other to make up the entire system. Different teams and departments within an organization work with each other, acting as an input to the system, and they work together towards the

4 attainment of a common goal, as guided by organizational mission and vision. As noted by Arnott, Lizama, and Song (2017), business leaders who are perceived as system thinkers consider the big picture as this acts as the guiding aspect to maximize performance within an organization.

The general system thinking approach facilitates an understanding of how various components of the system work together and how their action influences the system. The approach also facilitates the understanding of supply and demand. This aspect concerns the inputs required to facilitate the organizational process, where the outputs are needed, and the external factors that influence the organization (Arnott et al., 2017).

Williams et al. (2017) have addressed the essence of feedback as an integral component of systems thinking. Taking the context of an organization that operates within a competitive setting and environment, Williams et al. (2017) argue that giving attention to the relevant feedback enables business leaders to develop solutions to organizational challenges to avert misappropriation of resources. Maximizing operational efficiency is considered a central goal when applying systems thinking and analysis.

Business leaders are systems thinkers whose role extends beyond just giving instructions and controlling the system. For example, concerning the systems thinking component of the organization's mission and goals, system thinkers recognize the essence of integrating the company's personal goals with the overarching business goals of the company.

As a result, leadership across organizations applies a management style that emphasizes recognition and rewarding employees for their accomplishments (Arnott et al., 2017). At the same time, the management approach entails putting communication structures in place to ensure employees are well-informed regarding the organization's primary goals so that they understand how their accomplishments will contribute towards the achievement of the goals.

The Components of the Chaordic Systems Theory

5 The chaos metaphor in the chaordic system recognizes the complexity, dynamism, and non-linearity of systems in which chaos and order co-exist. Chaos was originally formulated as a theory of complex, dynamic, non-linear systems as essentially the science of all simultaneously chaotic and orderly entities, including the ones recognized as an entity (Roberts et al., 2017). According to the chaordic alliance, the term ‘chaordic’ refers to anything that is simultaneously orderly and chaotic. It is patterned in such a manner that it is neither dominated by order nor chaos and existing in the phase between order and chaos.

In essence, one can describe the development of the Chaordic Systems Theory can be described as a process that passes from one attractor basis to the next in an incessant journey towards the age of chaos (Umpleby, 2019). A Holon commences at one point and eventually arrives at the age of chaos. In this effect, a new basin of attraction characterizes a new order.

The attractor landscape is considered a composition of multiple attractors and their basis that a Holon can be attracted to during travel (Arnott et al., 2017). For example, the organizational goal in a chaordic system is known, in that it is focused on optimization or performance improvement, yet there is an unknown aspect of renewal. Conversely, the path adopted is that of renewal to improve organizational performance and optimize the process.

How Leaders Might Apply Chaordic Systems Theory to Achieve Sustainability Within an Organization The central idea behind the Chaordic Systems Approach is that systems have a life cycle (Green, 2017). They function at particular complexity levels that both enable and restrict further opportunities for growth while going through successive phases of relative stability and instability. When integrating the Chaordic system thinking in the organizational context, the unstable phase following bifurcation is followed by chaotic changes in both thinking and doing.

6 Roberts et al. (2017) advance the position that the chaordic approach facilitates innovation across organizations. Therefore, establishing a chaordic organization commences with an intensive search for purpose, then proceeding to principles, people, and concepts and subsequently adopting structure and practice. The leadership approach to integrating the chaordic system into the organizational strategy is not based on a linear system. Later, each of these elements is examined through a lens whereby participants examine the context necessitating the need to adopt the approach and how this influences the organization.

Leaders establish each of the six elements of the chaordic system upon which change is implemented within an organization. The Chaordic Systems Theory facilitates the implementation of a clear purpose for which the organization exists and defines its mission, vision, and goals (Roberts et al., 2017). An organization's sustainability is based on a shared understanding of the purpose and the leader getting all stakeholders to attain the set goals.

On the other hand, conceiving an organization's principles is essential, and leasers undertake this by setting an unambiguous statement of the organization's fundamental belief as a system, as a whole, and how these elements are coordinated to achieve the set purpose (McCarter & White, 2016). Whereas purpose and principle can lead to a chaordic organization, they must be evoked from members' minds and hearts. The leader serves as an influence to followers to adopt this shared purpose and principles (Arnott et al., 2017). The leader needs to raise awareness among individuals and groups and consider them trustees to achieve a chaordic system. As Héraud, Kerr, and Burger-Helmchen (2019) acknowledge, the chaordic system allows a leader to attain a new concept of organizing relationships and structure, that is an embodiment of all the other principles. On the other hand, the leader's role in terms of practice entails deliberating on decision making and working in pursuit of attaining purpose per organizational principles.

Conclusion

7 This paper sought to explore the constitutive components of the General Systems Theory and the Chaordic Systems Theory. Indeed, the research work of the authors explored in this paper has shown that system thinking facilitates an understanding of organizational complexity, the seeming coexistence of chaos and order in the organization, and the need to establish sustainability in an organization. Considering that the viable application of both Systems Theory and Chaordic Theory is necessary for organizational success and development, it is clear that leaders must adopt system thinking as a mindset that focuses on how all organization elements are interconnected to achieve optimization.

8 Part 2 As has been argued in the sections above, the General Systems Theory and the Chaordic Systems Theory emphasize collaboration and innovation as ways of promoting sustainability within complex systems. In the ensuing sections, there will be an examination of the importance of collaboration and innovation within complex systems. In conducting this analysis, there will be a review of literature to examine whether collaborative leadership should be the desired model of leadership in all organizations, how the general systems theory and the chaordic systems theory foster or hinder innovation and creativity in a learning organization, how innovation and creativity encourage sustainability of a learning organization, and how a leader can balance innovation, creativity, and sustainability.

Collaborative Leadership as a Desired Model of Leadership in All Organizations According to DeWitt (2016), collaborative leadership is a management practice where the members of a particular team work together across multiple sectors not only to make decisions, but also to ensure that the organization in question thrives. This author notes that the increasing popularity of collaborative leadership across the various sectors is evidence of its ability to be applied in most – if not all – organizations. It is noteworthy that, in essence, collaborative leadership falls under the category of transformative leadership styles because it replaces the top-down leadership styles that organizations used in the past.

Collaborative leadership has certain advantages that are not found in other leadership styles. It is arguable that the most important advantage is that this leadership style allows more people in the organization to have a stake in the day-to-day operations of the workplace.

The result of this is that the decisions that are made in the workplace are more likely to be adopted and executed quickly. Even so, there is merit in the question of whether collaborative leadership is suitable for all organizations. DeWitt (2016) suggests that, even though collaborative leadership is important, there are some organizations that are more likely than

9 others to benefit more from this style of leadership. Collaborative leadership is best applicable in situations where there are many components to a particular organization.

Through collaboration, team leaders will not get overwhelmed as the responsibility of leadership will be delegated.

How the General and Chaordic Systems Theories Affect Innovation and Creativity Every learning organization seeks to impart certain skills to its team members. For this reason, the manner in which a particular learning organization runs its affairs will have an impact on how much individuals derive from the organization. In considering how the general and chaordic systems affect innovation and creativity in learning organizations, it may be necessary to examine the essence of systems thinking (Burden, 2018). A system is usually a set of elements that, when put together, function as a whole to achieve a common purpose.

In many learning organizations, the mode of collaboration usually relies on systems thinking (Burden, 2018). Employees learn singular elements that can be applied in multiple ways to develop specific systems. Thus, even though a learning organization can teach employees to use certain elements, a superior learning organization teaches individuals how to use the same elements to develop systems in an innovative manner.

It is in this way that the general and chaordic system theories enhance innovation and creativity. Under the general systems theory, there is a focus on interdisciplinarity. This approach encourages employees to use the elements they gained from different strands of knowledge to create innovative solutions (Burden, 2018). Under the chaordic systems theory, an employee will synthesize what they have learned and embrace the complexity in such a way that they create something that is both useful and innovative.

10 How Innovation and Creativity Encourage Sustainability of a Learning Organization Within a learning organization, the people in that environment are encouraged to expand their capacity in a manner that will create the results that they truly desire (Baldwin, 2016). Thus, in such an environment, there is the nurturing of new and expansive patterns that foster collective participation leading to the elevation of the specific enterprise. In other words, learning organizations inspire individuals to work together towards a common goal.

Understanding the collective nature of learning organizations is necessary to the task of understanding the process of innovation and how it has an impact on the sustainability of an organization.

As per Baldwin (2016), within the context of organizations, innovation and creativity are entangled. Indeed, this author implies that innovation is only a function of creativity. He also notes that, in the past decades, innovation and creativity have become critical skills for achieving success. As the economy becomes globalized and business transactions begin to be conducted on a global scale, the need for creative and innovative solutions has increased.

Furthermore, management is finding itself relying on the use of creative insights not just to provide solutions to existing problems, but to develop solutions that, in turn, lead to better innovations.

While creativity refers to the ability that one has to produce unique ideas, innovations refers to the manner in which these ideas are put into execution. Put differently, while creativity is latent and theoretical, innovation is active and practical. It is for this reason that for authors like Baldwin (2018), creativity is seen to be the building block of innovation. In what ways do creativity and innovation lead to the sustainability of learning organizations. In answering this question, the work by Baldwin (2016) becomes instructive. According to him,

11 sustainability is about equipping organizations with the people, skills, and structures necessary to ensure success in today’s global marketplace.

In precise terms, therefore, organizational sustainability concerns the leadership strategies that will be used to push an organization in the direction that will enable it to meet the challenges of the 21st century. In this regard, creativity and innovation are critical when it comes to ensuring that organization have the longevity and resilience necessary to survive in the competitive market of the 21st century. To be able to meet the demands of the new global consumer, organizations cannot rely on old market. Instead, they have to open themselves to new ways of thinking and attracting clients. To this end, an organization that is interested in sustainability will always nurture creativity and innovation in its teams. It will open itself to the use of strategies that will allow it to be able to encounter any shifts in the marketplace.

How a Leader Can Balance Innovation, Creativity, and Sustainability To be able to balance innovation, creativity, and sustainability, leaders should always begin by understanding the needs of the organization. Having a clear sense of where the organization is and where it wants to go will be critical in ascertaining its most urgent needs.

Indeed, as Wagner (2018) notes in his work, organizational sustainability involves the use of long-term thinking. While it pays attention to the day-to-day aspects of the organization, it also considers how these daily aspects contribute to the long-term interests of the organization. In addition to this, a leader should have a very clear picture of the areas that the organization can capitalize on in order to secure the organization’s longevity.

Thus, balancing creativity, innovation, and sustainability will always incorporate risktaking. In other words, a good leader will always be willing to take risks but will do so in a calculated manner. When the leader understands his or her organization, then he or she will be able to encourage the organization’s team in a direction that will be able to steer the company forward while not losing sight of its long-term goals. Ultimately, balancing these

12 three elements will involve securing the organization – both materially and non-materially – in a way that will ensure that even when new ideas are not always feasible, the organization will be able to withstand these shocks (Wagner, 2018).

Overall, learning organizations allow for more collaborative efforts between teams.

Even so, for collaborative leadership to take these organizations to new heights, there must be room for creativity and innovation. In order to guard against the shocks and risks that may attach to the use of creativity and innovation, leaders should always ensure that they have the long-term interests of the organization as the priority. In this way, the learning organization will be encouraged to be creative while ensuring that the said creativity is done within limits.

13 References Arnott, D., Lizama, F., & Song, Y. (2017). Patterns of business intelligence systems use in organizations. Decision Support Systems, 97, 58-68. https://doi.org/10.1016/j.dss.2017.03.005.

Baldwin, M. (2016). Social work, critical reflection and the learning organization.

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Burden, R. (2018). Systems theory and its relevance to schools. In Problem behaviour in the secondary school (pp. 28-36). Routledge.

DeWitt, P. M. (2016). Collaborative leadership: Six influences that matter most. Corwin Press.

Greene, R. (2017). Human behavior theory and social work practice. Routledge.

Héraud, J. A., Kerr, F., & Burger-Helmchen, T. (2019). Creative management of complex systems.

John Wiley & Sons.

McCarter, B. G., & White, B. E. (2016). Leadership in chaordic organizations. CRC Press.

Roberts, W. M., Longhurst, S., Franks, B., Taylor, N., & Bush, A. J. (2017). Chaordic learning systems: reconceptualising pedagogy for the digital age. Higher Education Journal of Learning and Teaching, 9(1). http://eprints.glos.ac.uk/id/eprint/5007.

Umpleby, S. A. (2019). Computer conference on general systems theory: one year's experience.

In Electronic Communication (pp. 55-63). Routledge.

Wagner, M. (Ed.). (2017). Entrepreneurship, innovation and sustainability. Routledge.

Williams, A., Kennedy, S., Philipp, F., & Whiteman, G. (2017). Systems thinking: A review of sustainability management research. Journal of Cleaner Production, 148, 866-881. https://doi.org/10.1016/j.jclepro.2017.02.002.