A633.3.3.RB- Complex Adaptive Systems

A633.3.3.RB- Complex Adaptive Systems

Johnsonville Foods Inc. reflects the image of a Complex Adaptive System (CAS) and it shows by the tremendous success the company has attained.  Johnsonville president, Bill Morgan, leads the family-owned business as it emerges into the global scene.  Nick Obolensky (2010) discusses CAS organizations and how they are dynamic and flexible.  In today’s constantly changing world, it is essential for organizations to adapt.  Johnsonville Foods took the notion of adaptation seriously back in 1982 when the CEO, who made all of the decisions, called in an expert in leadership to help him change the company.  The expert said, “You’ve got to change YOU. Don’t worry about them, because if you act different, they’ll be different” (LeBrun, 2012, para. 2).

Johnsonville Foods took the consultant’s advice and completely changed their organization. What has emerged is a philosophy called the “Johnsonville Way.”  Everybody in the company is required to develop their God-given talents (para.2).  Johnsonville has committed to helping its employees grow through 24/7 access to computers in the company’s “member development center,” tuition assistance, and matching employees with “buddies” across the company (Lebrun, 2012). 

The implications of a complex adaptive system on my organization would be far-reaching.  In the United States Air Force, when it comes to military technology, we are on the leading edge.  However, when it comes to organizational leadership and strategies, we tend to lag behind.  This lag really hurts the organization because of how quickly the environment is changing.  If you look at how organizations were run 20 years ago, you’ll find a good idea of how the Air Force is run now.  Part of the problem with improving the military as an organization is that it is tough to walk the fine line between the discipline and rank structure required for war, and the free flow of information and bottom-up feedback required for efficient organizations.  Many leaders in the Air Force still act like leaders thousands of years ago. I have personally seen leaders who keep information to themselves because they believe that they are in charge of the organization, they should make the decisions, they do not need subordinates telling them what to do, and they are the only people who need to know the ins and outs of what is going on.  In this day and age, these types of leaders drive me mad!  That leadership style is terrible and inefficient because, nowadays, subordinates have just as much access to information, knowledge, and education as the leaders, so not including them in decision-making processes is wasting the talent of the organization. 

In order to move my organization forward, we need to appoint leaders who will make the shift away from the old ways of leading.  We need the highest leaders to implement policies that force other leaders to utilize the organization in the best way possible, as complex adaptive systems.  We do not need egos or the old fashioned leadership style of telling people to “shut up and color.”  We need leaders who encourage change, encourage growth among their subordinates, and encourage ideas, feedback, and knowledge to flow freely throughout the organization. 

References:

Lebrun, M. (2012). “Cover Story-Fun on a Bun.” Insight. Retrieved from < http://www.insightonbusiness.com/6240/cover-story-%E2%80%93-fun-on-a-bun-%E2%80%93-johnsonville-president-bill-morgan-leads-the-family-owned-business-as-it-sizzles-on-the-global-scene/>.

Obolensky, N. (2010). Complex Adaptive Leadership. Ashgate. Burlington, VT.