I’m preparing a new article on complexity and I wanted to share a preview of the direction I am taking. This has been brought about through the work I have been doing with organisations in the US and Middle East and was produced as a keystone tenet to primarily explain the value adding role of human resources in the complex domain.
In agriculture there is a simple law for growth, ‘Liebig’s Law of the minimum‘. The law basically states that growth is not dependent on the total resources available, but on the scarcest resource.
The same could be said for organisations looking to neutralise the effects of complexity (where ambiguous, interconnected and interdependent systems can bring about an unexpected contagion that can infect system – banking crisis, as the most obvious example). We know that individuals and organisations experience complexity via connectedness, interdependence, ambiguity and diversity. Technology speeds up connectedness, feeds diversity and acts in a reciprocal cycle (via innovation) to truncate product/service life-cycles. This brings about a need for immediacy in recovery/reinvention, which is determined by the individual/organisation’s capacity to act (adaptive capacity, brought about by dynamic and agile capability). This itself is informed by the knowledge, skills, behaviours and technology available to fight the contagion that has entered the system.
This led me to adapt Liebig’s law to produce a ‘Resilience Proposition of the Minimum’, which is captured in the diagram and statement below. I would love to hear thoughts on this and, as always, please feel free to email me (david@theknowledgecore), if you do not feel comfortable posting in the blog.
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