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.