What is Chaos?

Chaos, defined as, “a state of utter confusion or disorder; a

total lack of organization or order.” (chaos) This is different

than complexity, with which chaos is often confused. Our

universe is complex but not chaotic, says Richard Pascale in

Surfing the Edge of Chaos. Chaos Theory is based on the

principles that; what appears chaotic inherently contains

order; small changes cause varied outcomes due to itera-

tion, also known as the Butterfly Effect; and the equations

associated with prediction are dynamic, rather than linear.

Chaos vs. Complexity

“Humans tend to regard as chaotic that which they cannot

control. (Pascale 6)” In reality, we are facing a complex

universe in which mechanical metaphors no longer explain

its workings. Scientists employing a reductionist method of

inquiry—based on the Newtonian premise that systems are

no more than the sum of their parts and that such systems

can be understood by reduction to and study of those parts

(reductionist)—fails to consider multiple causes, multiple ef-

fects, and the interrelationships. The relativley new science

of complexity studies complex adaptive systems, known by

these characteristics; members of the system act on their

own while responding together, members can figure out

how the environment works, and they adapt together by

learning and changing. Pascale uses the African termite

colony to illustrate an adaptive complex system. Based

on a few genetically programmed rules, the termites know

what to do in a variety of changing circumstances. Their

twelve-foot-high mound is home to millions of termites and

is, according to Naturalist Richard Connif, “...an architec-

tural wonder,” with complex passages, ventillation systems,

and living quarters consistent with their social hierarchy.

(Pascale 4-5) Humans have long sought stability and safety

from the unpredictablility of nature. Complexity science

and Chaos Theory come closer to explaining our universe,

which we now know is much more complex and dynamic

than a simple, linear machine. Pascale stresses that a “liv-

ing system” is not a metaphor of our condition, (like the

universe as machine,) but rather reality as we can best con-

ceive of it at this point in our journey.

h e i d i j . h e l m p h o n e : 513 . 3 0 5 . 6 0 7 7 s k y p e : h e i d i j h e l m e - m a i l : h e i d i . h e l m @ m a c . c o m

Chaos Theory

From sustainableleadership.info, Capstone Learning Experience UI&U, April 2008

The Butterfly Effect

The Butterfly Effect refers to the idea that a force as small as

the flapping of a butterfly’s wings can change something as

large as a weather pattern on the other side of the planet.

Edward Lorenz, an MIT Meteorologist, was working with

non-linear equations to predict weather patterns. In order

to save time, (and also to go out for a cup of coffee,) he left

his computer recalculating an equation that he’d already

worked so he could check some of the details. However,

instead of using six decimal points, he rounded it to three.

Expecting similar results upon his return, he was shocked to

find that a totally different pattern had emerged. He knew

at this point that accurately predicting weather was nearly

impossible. Because such a slight change could significantly

affect the outcome, and because meteorolgy is a complex

system with many causes, effects and relationships, it is dif-

ficult to identify all the parts of the system contributing to

the actual weather. (Briggs 68-69)

Non-linear Equations

One of the differences between complexity and linear-

ity is the kind of equation used to predict an outcome—in

particular, an unexpected outcome. In Newtonian physics,

small changes produce small outcomes. To arrive at a large

outcome, many small, outcome-bearing changes must be

added together. However, in the case of an explosion or an

earthquake, a large and sudden event appears to happen

out of nowhere. For “surprise” events such as these, a non-

linear equation includes something called feedback, which

is when a part of the loop is multiplied by itself, radically

changing the balance of the equation. There are two types

of feedback; positive and negative. Positive feedback isn’t

necessarily good, it just means that the process is amplified

(in a positive or negative way,) such as in the case of my

IRA. The longer I leave it in the market, the more money

accrues which earns increasingly more interest. Negative

feedback simply regulates a system, which can be illustrat-

ed by the HVAC system in my apartment. As the tempera-

ture in the dining room drops below 70˚ the thermostat

tells the furnace to produce heat until the temperature gets

back above 70˚ at which time the furnace stops blowing

hot air into my apartment. Without the balancing, negative

feedback, a system would not know how to act. (Briggs

23-26)

What Does Chaos Theory Have to do With Sus-

tainable Leadership?

As has been stated by many thinkers in the field of organi-

zation and leadership, it is becoming clear to us that we are

living systems and not machines, which challenges us to find

a new way to be together and go about our business.

In organizaitons, we focused attention on structure and or-

ganzational design, on gathering extensive numerical data,

and on making decisions using sophisticated mathematical

formulas. We’ve spent years moving pieces around, build-

ing elaborate models, contemplating more variables, creat-

ing more precise forms of analysis. Until recently we really

believed that we could study the parts, no matter how many

of them there were, to arrive at knowledgte of the whole.

We have reduced and described and separated things into

cause and effect , and drawn the world in lines and boxes.

(Wheatley 29)

Our Modern, Newtonian glasses have colored the way we

think of everything. Even our Postmodern contact lenses fail

to give us an accurate picture of the universe. Due to ad-

vances in science and technology, our discoveries are out-

running our ability to perceive the world as it is. And who

knows how the world will look tomorrow. What is apparant

is the need for flexibility and adaptability that is inherent in

complex systems, and the ability to see ourselves as organ-

ic instead of man-made.Our environment is changing every

day and the change is happening faster and faster.

Decentralization of leadership is an emerging expression

of organizational adaptability, called to attention in The

Starfish and the Spider, by Brafman and Beckstorm. Groups

like Wikpedia (wiki means quick in Hawaiian,) Craig’s List,

and The Burning Man Project operate on a few norms that

can be enacted by any member. This type of organiza-

tion is started by a catalyst instead of a traditional, top-

down leader, and the operations are handled mainly by

the members, with solid structural support coming from the

“owners.” The advantage of a “starfish” organizaiton is its

adaptatability to changing climates, its ability to continue

running when part of it gets cut off (even the leader,) and

the investment brought to the organization by each individ-

ual member. Of course, “starfish” systems generally don’t

make as much money as traditionally run “spider” organi-

zations, but there is a longevity inherent and possibly worth

more in the long run. (Brafman)

Equalibrium equals death. “Prolonged equilibrium dulls and

organism’s senses and saps its ability to arouse itself ap-

propriately in the face of danger. (Pascale 21) The threat

of death (based on Darwin’s work) and the promise of sex

(continued genetic diversity) are survival mechanisms built

in to every living system. Moving away from equalibrium

toward chaos provides the very circumstances needed to

strengthen our survival skills. This is contrary to our under-

standing of a controllable and mechanistic universe. (Pas-

cale 26) Procreation is, in a sense, the closest we humans

come to pure creativity, which is also expressed in many

other ways such as art, poetry, music, and ideas. The act of

creativity, whether it take the form of a symphony or an un-

wanted pregnancy, requires that we be taken to the edge

of chaos. Of The Burning Man Festival, Brafman says this:

When you put people in an open system, some of them will

get high, dance all night long, and attack street signs. But

most people will create elaborate art, share snow cones,

and try as hard as they can—in thier own way—to contrib-

ute to the community. And Burning Man, though outside

the mainstream, holds a crucial lesson for businesses. When

you give people freedom, you get chaos, but you also get

incredible creativity. Because everyone tries to contribute

to the community you get a great variety of expression—

everything from 20-foot giraffes to seminars on raw food,

to free haircuts, to a five-star hotel-tent. (Brafman 80-81)

Works Cited

Ori Brafman and Rod A. Beckstrom. The Starfish and the

Spider: The Unstoppable Power of Leaderless Organiza-

tions. Portfolio Hardcover. 2006

Briggs, John, & F. David Peat. Turbulent Mirror: An Illustrat-

ed Guide to Chaos Theory and the Science of Wholeness.

New York: Harper & Row. 1971.

“chaos.” Dictionary.com Unabridged (v 1.1). Random

House, Inc. 30 Mar. 2008. <Dictionary.com http://diction-

ary.reference.com/browse/chaos>.

Pascale Richard T., Mark Millemann, & Linda Gioja. Surfing

the Edge of Chaos. New York: Three Rivers. 2001

“reductionist.” Wikipeida: The Free Encyclopedia. Wikime-

dia Foundation, Inc. 30 Mar. 2008. <Wikipeida http://

en.wikipedia.org/wiki/Reductionist>.

Wheatley, Margaret., and Myron Kellner-Rogers. The Irre-

sistible Future of Organizing. July August 1996. <http://

www.berkana.org>.

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