How does system change emerge?
The emergence of a systems change arises when, in the presence of sufficient energy and disturbance, the systems shift in ways that enable new (though still unstable) equilibria to form. The shift happens when there is consistent encouragement for change through the formation of new and positive feedback loops; loops which can exponentially amplify even slight movement in the system.
Supporting the emergence of systems change
As leaders, we do our best to predict how new feedback loops will form, to help make them happen and to anticipate the new equilibrium that will arise. But, we cannot determine how and when the change will happen. We must be content with doing our best to support emergence as it happens (and not doing things that might hinder it).
And yet, much leadership deters emergence
Most leadership activity actually acts to deter the likely emergence of a new state rather than encourage it. Traditional modes of leadership need to hold attention, gain credit, occupy ground and own a message: they can so easily suck energy from those who might otherwise contribute. They may suppress differing opinions in overt ways by use of organisational or personal power. Sometimes they may do this less obviously by crafting mission, vision or value statements that exclude the diversity of thought and opinion.
These forms of power-play minimise disturbance and prevent its value being fully appreciated. By trying to stabilise situations, reduce variation and harmonise approaches, leaders may unwittingly encourage negative feedback which dampens creativity and stifles the potential for emergence.
