Structures influence behaviour

The importance of the context

One of the most practical learnings of systems theory is that the structures influence behaviour. We can consider as structures to whatever influence our decisions. We can refer to the procedures, rules, manuals of operation, the database with a type of inputs and formats and not others, instructions about how to make the reports and the kind of information that contains, and so on. Also the infrastructure, the hardware, the working space or the logistics. Even all those informal or unwritten rules, what we call the company culture, the history, the experience. All are conditioning to do things one way and not another.

In our day to day life, structures influence our choices. Working in a hierarchical or bureaucratic company will limit our opinions and ideas or being paid with a substantial individual bonus will discourage our collaborative decisions. On the contrary, a flat organisation or a balance between individual and team rewards will stimulate us to act differently.

If we want to change the behaviour in an organisation, we must avoid simplistic solutions focused on direct impact and control. The establishment of politics focused directly and exclusively on the goal or even worse, impositions through direct coercion or external motivation, usually economic, doesn’t work.

We must identify the causes that motivate certain behaviours and seek to change them. A catalyst can stimulate proactivity. To overcome the limits and constraints can liberate people’s energy. Creating space can let others lead.

There is no doubt that a change in the rules will change the behaviour immediately and more effectively than if we try to influence it directly.

The Game

There is an instructive game that shows this subject very visually, and it’s worth you to know. It is “The Icosystem Game“.

Change on rules influence behaviour

Icosystem uses The Game to illustrate among others, the following points:

  • Simple rules of individual behaviour can lead to surprisingly consistent system-level results.
  • Small changes in rules or in the way they are applied can have a significant impact on the aggregate results.

What is swarm intelligence?

“Swarm Intelligence (SI) is the property of a system whereby the collective behaviours of (unsophisticated) agents interacting locally with their environment cause coherent functional global patterns to emerge.”
The abilities of such systems appear to transcend the capabilities of the constituent individuals. It responds to the following characteristics:

  • Flexible: responding to internal perturbations and external challenges.
  • Robust: completing tasks even if some individuals fail.
  • Decentralised: with no central control or controller.
  • Self-organised: paths to solutions are emergent rather than predefined.

Conclusion

The performance of an organisation can dramatically increase by collective intelligence. Especially in VUCA environments being agile and adaptive is a must. To attain distributing functioning it will be necessary to design structures that foster collaborative behaviours. Nevertheless, self-coordination will need first individuals knowing what to do. Then, they have to be aligned with organisational strategy. Finally, they need to be empowered to participate and contribute.
Therefore, the Road Map for self-coordination will include:
1. BEING AUTONOMOUS
The first level of collective intelligence is featuring autonomy. Individuals have to reduce the level of uncertainty through acquiring, understanding and interchanging knowledge.
2. BEING COMMITTED
The second level is the emergence of cohesion. Individuals congregate become teams by social interactions through processes of integration.
3. BEING DISTRIBUTED
The third level is distributed functioning. Teams are finally ready for self-coordination when they have space to perform. They attain a level of awareness of themselves as a new entity.

References

  • Bonabeau, E., Dorigo, M., & Theraulaz, G. (1999). Swarm Intelligence: From Natural to Artificial Systems. New York: Oxford University Press. (Amazon)
  • Zamora Enciso, R. (2018). Cooplexity: A model of collaboration in complexity for management in times of uncertainty and change (Third edit). Barcelona: Lulu.com. (Amazon)