Thriving On Chaos

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Thriving On Chaos

Author: Laurence J. Stybel, Ed.D
Source: www.boardoptions.com

Thriving On Chaos:Managing Your Business and Your Career in the Aftermath of September 11
Jim Masciarelli of Archer Development has defined leadership as the ability to shine a light in a dark place and to get people to follow that light.

Let’s try to shine a little light on that dark place.

We are living in chaos.

What is chaos?

According to the scientific think-tank, Aspin Institute, there are three types of systems: linear, random, and chaotic.

The first system is linear-oriented. In the linear world we can make simple, quantifiable predictions from relatively simple variables. Examples would be mechanical engineering, technical stock market analysis, pro-forma financial statements, Excel spreadsheets, and experimental science. In our daily lives we try to focus on this linear world. Relative to the other worlds we live in, it is safer, more familiar, and far more predictable. Much of what is called “current” thought in investment and management has its routes in linear systems thinking of
Newtonian physics.

The Linear world: safer, more predictable, more familiar.

And also more rare.

In the real world, linear systems is both real and limited. It is compared to the study of elephants versus the study of zoology.

The second type of system is a random system. Sometimes it does feel like we live in a world where nothing is related to anything else and there is zero predictability. Albert Einstein once said, “God does not play with dice.” I hope he is right.

The third system is called chaos. Chaos is defined as a world composed of colliding non-linear systems. Concepts here include things like coevolving, complex adaptive systems, and needing to focus on the crude whole of the problem before focusing on the details that will lead you astray.

Chaos theory was developed around 1960 at MIT by Edward Lorenz.

Linear thinking was a response to the new technology of its time-----clocks, telescopes, microscopes. The world of chaos thinking is response to the new technology of our time—supercomputers.

The events of September 11 make it dramatic that we are living in a world of chaos. And we don’t like it one bit.

Thriving in this world of chaos requires keeping your wits and your moral compass while standing on the boundary edge where complex non-linear systems collide.

I hope you leave here tonight with the idea that if we are indeed living in a world of chaos, that is optimistic. Chaotic systems have an underlying order. It is just not the order we are used to. But there is order. And one can make predictions.

It is different order from mechanistic, linear systems.

We can thrive and make predictions in chaos. We can’t thrive or make predictions in a random world.

CHAOS AND THE EVENTS OF SEPTEMBER 11

After September 11, we need to look at the interaction between two complex systems: politics and biochemistry.

WHAT ARE TERRORISTS OBJECTIVES?

In any adversarial situation, it is vital to have a thorough understanding of the other side’s objectives. From a political perspective, it is important to understand that the objective of terrorist groups is NOT to kill people. Killing people is a tactic. It is not the objective. The objective of terrorist groups is to put individuals and societies under conditions of chronic, unrelenting stress. Under conditions of chronic, unrelenting stress individuals and societies sometimes do stupid things.

The terrorists wish to put the U.S. under a situation of chronic, unrelenting stress in the hopes that we do stupid things that would force all moderate Moslems to realize that they cannot ever be comfortable with secular-oriented Western societies. They wish to polarize the political situation an Armageddon between the Moslem World and the secular world. In their view, there can be no moderate Moslems in the Armageddon. The terrorist actions and foolish steps we might take in response to those actions are important aspects towards achieving this objective.

When President Bush initially spoke of a “Crusade” against those who would harm us, that unfortunate word was picked up by ben Laden himself to use against us. When teenagers harm innocent Moslems, they simply feed into the terrorist objectives. If our military actions lead to the slaughter of innocent civilians in Afghanistan, it will also be help the terrorist cause.

After a couple of days of understandable missteps, the United States found its right path and is pursuing an incredible Foreign Policy and military balancing act.

If the objective is simply to kill people, then the Terrorist objectives have been met and we can live in peace. But you and I know that is not the objective.

If the Terrorists objectives are to put society under a state of chronic, unrelenting stress, then it is likely that there will be other attacks in the future. We are not the first to live under such conditions and we will not be the last. Chronic, unrelenting stress is a situation faced by Israelis, Palestinians, those who live in Northern Ireland, those who live in London, and those who lived in Paris during the Algerian difficulties.

COMPETENCE UNDER CRISIS VERSUS UNRELENTING STRESS

Many of us know how to function with competence under conditions of crisis.

Sometimes crisis seem to be never-ending. But crisis are short-term by definition.

Few of us have ever had to function with competence under conditions of unrelenting, never-ending stress. Those on the front lines of the health care delivery systems in North America and Britain can perhaps most appreciate the physical and psychological toll required to function with competence under unrelenting conditions.

THE BIOLOGY OF STRESS

Under conditions of stress, the body tends to produce higher levels of adrenalin.

What do we know about behavior under conditions of higher levels of adrenalin?

Hypervigilence. Under conditions of higher levels of adrenalin we become hyper sensitive to threats in our surroundings. For example, one friend of mine spoke about picking up her child from school. In her rear view mirror, she saw two men with swarthy complexions sitting in the front seat of their truck. Before 9/11/01, this friend told me she would not have noticed this. Today she does. Many of us are sensitive to the sounds of airplanes flying over our homes, when those same sounds used to be part of the background noise before 9/11/01.

RECOMMENDATION #1:
RETREAT BEHIND A WALL OF SOUND

Under conditions of hypervigilence, the body becomes ultra sensitive to external noises and events. For example, under normal conditions music that is faster than your normal heart rate would not necessarily impact your heart rate. Under conditions of higher levels of adrenalin, however, your heart might be impacted by the rhythm of the music you listen to. There is research that demonstrates that under conditions of high levels of adrenalin, external sensitivity includes ultra sensitivity to the emotionality of others. Hang around tense, anxious people and YOU will feel more tense than normal. Hang around relaxed people, and you will feel more relaxed.

Hypervigilence at the individual level also means that you will be highly sensitive to news stories on radio and TV. How often do you hear or watch stories involving people being helpless in the face of events that they cannot control?

Much of TV and radio news provide stories around this theme. Such stories have proven value for stations in helping to keep up audience levels during commercial breaks.

There is no doubt. These stories of helplessness are good for ratings.

My question is, “Are they good for you?”

I suggest that you surround yourself with a wall of music and ask that your employer provide such music at work. It is a good idea to have a personal walkman with you when you are standing at the inevitable airport lines, for example.

This music should have a regular rhythm that is slightly slower than the normal rhythm of the heart. Thus Mozart is better than Beethoven or Janet Jackson. The melody should be simple and pleasing to the ear. Thus Kenny G is better than John Coltrain. Bach is better than Mahler.

In the late 1950’s to early 1960’s comedian Jackie Gleason produced a series of albums for Capital records. These albums all had regular rhythm slower than the normal heart rate, simple melodies, and lush orchestration. Gleason was not a musician. He could not even read music. But he had great instincts about people.
The proof of his instincts is that the Gleason series is still sold in music stories 45 years later as CDs and tapes.

RECOMMENDATION #2: USE THE WORDS APPROPRIATE FOR A HYPERVIGILENT SOCIETY.

When individuals become hypervigilent, organizations develop shorter perspectives. I believe most organizations were thinking quarter-to-quarter before 9/11/01.

Now, I believe companies are thinking month-to-month.

From a career perspective, this means words like “adaptive, reliable, and consistent” become more of what employers are seeking. Don’t show employers that you are the best person for the job. Show employers that you are sensitive to the fact that they are taking a risk by hiring anyone. But you are the least risky person they could select.

Concepts like “strategic, out-of-the-box, paradigm changing, etc.” were once “hot.” Those concepts are not going to be as that well received these days.

We are encouraging our job candidates to review their resumes and how they describe themselves in light of our analysis of the new realities.

Companies should review their marketing positions. Statements like “We produce revolutionary results” are not as good as “We have a track record for reliability providing net income in a consistent basis.”

To get a sense of what the cliché’ de jour is, watch classified ads for jobs and see how the adjectives change over time. Once companies wanted CFOs who were “strategic partners;” then they wanted CFOs who were “out of the box thinkers” or “great deal makers.” Now, I suspect they want CFOs who are “hands-on,” “easy to talk with,” “reliable” “keeps his head when others get into panic mode.”

OBEY YOUR BODY.

Under conditions of added adrenalin in the body, there is a tendency for animals to fight or to flee.

The adaptive qualities of this tendency are obvious if you live in the jungle.

But what if you live in Boston and have a mortage? What if your body tells you to flee or fight and your mind tells you that you cannot run away and cannot fight?

The advise of “don’t let it get to you” is the psychological equivalent to saying, “I have a good idea: why don’t you ignore the messages your body is sending to your brain?”

At Stybel Peabody Lincolnshire, we are recommending that clients obey their bodies.

If they feel like running away, they ought to strap on a pair of sneakers and go jogging, swimming, biking, or rowing.

If they feeling like lashing out we recommend clients engage in ‘bashing” exercises. Hitting a bucket of balls on the driving range may be better for your soul than 18 rounds of golf. Tennis may be better than lifting weights.

Let your hammer be your therapist. Home projects ought to focus on carpentry more than painting and hanging wallpaper.

When infants get frustrated, they clench their fists and bash their pillows. Infants are smart enough to obey the message of their bodies. We need to relearn their wisdom.

CONTROLLABLE SURPRISES

In a world currently marked by large, seemingly uncontrollable threats, it is important to take back control of your life in small ways.

In a world of chaos, small things can have important consequences.

One of the ways of taking back control of your life is to treat yourself, your employees, and those you love to small positive, controllable surprises. For example, we purchased a large book of movie tickets. As a surprise, we have given out tickets to our employees, job candidates, and their families. We have a large bowl of “comfort food” in the office and replace the contents often. When you walk in our office, you will see a big bowl full of Hershey’s Kisses.

Last weekend we turned what was going to be a hectic one-day trip into a pleasant weekend by deciding to stay at a bed & breakfast at the last minute.

Are there any small surprises you can provide the people you are networking with? For example, at Stybel Peabody Lincolnshire we subscribe to the largest database of officer compensation for private companies. The database contains 2,000 companies and we can provide focused compensation pictures for officers for different SICs and different sales size. We encourage our clients to review this book and bring appropriate salary statistics to the networking meetings as a “pleasant surprise.”

Check out articles in the Wall Street Journal.com, FT.com, Economist.com for pleasant surprises you can use in your job search
.

FOCUS ON THE FUTURE

If you focus your networking meetings on the opportunities in the last quarter of 2001, I am afraid you are going to get dismal stares as people talk about their lack of confidence in their own futures.

And this dismal talk won’t help you or them.

We Americans are a future-oriented people. For the present, I am advising our clients not to network with the idea of finding job opportunities that currently exist.

Assume the fourth quarter of 2001 is already over.

Focus your networking conversation with others on how they see opportunities in the first or second quarter of 2002, assuming no major incidents like September 11. People want to talk about the future. People need to talk about the future.

Getting your contacts to talk about the future is a way of energizing others and yourself. You may find your networking meeting more focused and more productive.

In the past we might do perhaps 100 letters for our clients seeking new jobs. We know how to conduct direct mail campaigns for senior executives and have a good track record. Based on a our experience, we could expect a 1 to 1.5% nibble
Rate. That’s linear thinking.

Last week we did 500 letters and got one positive response. We were pleased and so was our client. Those letters were sent to a carefully selected group of companies. And we also sent RANDOM letters as well. One of those random letters was referred to the Chairman of the Board a company seeking a CEO who has the skill sets of my client.

Sending random letters seems a waste of time in a linear world.

The deliberate use of random letters does not fit a model of linear thinking. But it works in a world of chaos.

TO THRIVE IN CHAOS, MASTER THE NEW METHODS OF COPING IN CHAOS.

Most job search books and most training-oriented outplacement programs have a fundamentally linear-oriented view of the world. Open their books and see if there is isn’t GANNT chart!

Is a Gannt chart view of the world going to help you thrive in chaos?

Gannt charts are necessary to organize. Gannt charts are insufficient to thrive. And thriving in chaos is what is required.

What are we prescribing to our clients? Tiny things like obeying your body, creating, a wall of sound, focusing networking meetings on the future and not the present, providing others with delightful small, surprises.

In a world of chaos, small things can make a big difference. This is what Edward Lorenz learned at MIT in the 1960’s.

In a world of chaos, the ladder of success has to be replaced by a lattice of success. The lattice may lead you sideways rather than straight up. This is a term developed another consultant and not me. And he is right.

Prior to 9/11/01, I was finding that downsizing were being done thoughtfully and there was little need for hiring consultants or interim executives to back-fill talent loss. I think in the first quarter of 2002, companies will recognize that they over-reacted in the last quarter of 2001 and will be looking for interim assistance.

Warren Buffet is a great investor and President of Berkshire Hathaway. He has said that betting against the United States is the stupidest thing on Earth. I totally agree with him.

The United States will adapt, overcome, and again thrive.

But things will never be back to “normal.”

Given the terrorists’ political objectives, we may be living with a chronic oversupply of adrenalin in our bodies for along time.

In any new situation, there will be winners and losers.

The winners will be those that are first to recognize these new realities and to master the new coping mechanisms necessary to be competent in a world of chaos.

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Dr. Laurence J. Stybel is a psychologist and co-founder of Boston’s Stybel Peabody Lincolnshire. Founded in 1979, this Boston firm helps companies manage the senior executive assignment cycle. Core services include helping senior executives craft new chapters in their professional lives, executive coaching, and retained search.