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  • 08:11 Dancing Through Complexity PDF

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    08:11 Dancing Through Complexity PDF

    Diunggah oleh

    Flavia Stoian

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    © All Rights Reserved
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    — ——— ae Dancing Through Complexity Shaping Resolitions by Resisting Simplification Bathing sb ig WHEN MARTHA GRANAM DIED in 199 atthe age of ninety | sav she wat Presieotial Mec of Freedom winner, dhe acknowl edged qucen of moder dance, and one of Tine magazine's “100 | Greatest Americas of the Tronteth Cent She was ao one | ofthe centany’s most gifted integrative thinkers, whose though had fareaching rsuts—so fi-reaching i terest ro executes texponsile Fr fahioning ratve soltions 0 peeplexing busines dilemmas, Marth: Graham joined The Denistawn School d of Los Angeles in| company wing her gradvaion from the Uni versity of Cunoch in California? Te was a ine of great aris 1 The Oppose Mind ferment. Dance, ike painting and Berane, yas esting off the rigid conversions of the nineteenth etary anda andl of a= ticks were pioneering the syle that would come to be known a ‘modernism, Graham throw here nto the modern dance move ment, and by the eatly 1920s she was one of it leading lig, Wher she made her New York debut in 1926, she was ake choreographing dances that dipensed with the fod, pretited| Hine of casicl ballet in fivor o's “contacton and release” ech nique characterized by harsh, angolsr movements, Hee danees pul sated with angst sid emosion Grahamis work was utteny contemporary, but de practices of the dance woulda the time were sil ck in he nineteenth cen tury. Dances were choreographed to mic scores that fe dhe ‘ox Past Were Ho writen to accompany a prticula dance—muse ‘werent writen as dance musie all, The performers wore tat tonal ballet unico fk costumes that hor litle eomection to the conten of the dance, Suge ses were ster, two-dimensional “fas"—ere buckétops with lle of Ho apparent elation to the dhancers or the ince That woulda change under Marta Grabatn, Working closely with Lewis Hom a composershe mett Denshawn, Graham made ‘sinter to de dnceeaccomspanod. She comtied hac ese tice dhoughout her career. Forher 1944 maverpiece, Applian Sing, se collborsed wih egnday ompover Aaron Copland eo create a powerfl synergy between misc and choreography Grahaes aso took 3 keen interest ia costume design, replacing ballet tonics and fll deses with sesight, ong shirts aad simple Feotans. The stage sets for her dances broke the mold as wel, by incorporating sculpute and other thee-dmensional lemens, Daning Prong Comply 18 er long and productive collboration with fanaa Noguchi, the renowned Japanese-America sculptor, revulted i revolutionary seg designs or Frnt, Aplin Sing ane many other dans Graham’ dancers were able to ineraewich tei tage environ: ‘ment, often halding or tching pops. This was unprecedented in performance dance For Graham, composition, choreography, costumes, and sets were all part of an intenependent, integrated hole. In a sharp break fom conventional dance practice, she expliidy considered the whole while working on every clement of the production, rather than doing out each element independent specials. In doing 9, she rolusonized an artform. Simple Comores "Theoretically business and theirleaders cool ake a simiaely coherent, oii approach 2 tating thee products and services, ‘Why don't dey? Blame the “Tactorysetng” of the contempo- rary busines organization, whic is bised toward simplifation| aud specialiation. ‘Andis not just busines onganizations In very domain, human Ings gravitate toward simplification and specialization. We do so, sy Stanford management theorist Jim Match, because we ive ina daunting complex and ambiguous word, fll of causal n- consiensis, We cut prices by $ percent one moth, and ales ris 7 percent. So atthe end ofthe next quarter, we again cut prices 5 perce, but this time ses burly budge. A competitor bas in- roc a val offering that has eaten ito the anticipated sales sin, Que reaction to eis baling tun of evens isto simplify and 7% The Oppose Ming ‘pecilive, “Orpniztions” he sys in an anche with coleague Dae Levinthl, “seek to tanforin confining, interactive envi ronment int les confining, kes interactive ones by decompeving domains and treating the sling eub-comains sautonomoun'®| We know shit we sucifie something doings, adoring the sacrifice by referring to whats populany known asthe 80-29 rule The rue sates that for 20 percent ofthe mia efor ‘We ca ge 80 percene af the kal et. Applied to the ognine Hfomai, the rule sys that 20 pexcent ofthe masinnuna mentale fort will yield 80 percent of che peice answer. Father the rule ‘age that only an obsesve or pathological perfzconise would inves 80 percent more effort inthe hope of reaching an nmvet ‘hat would at bes be only 20 percene better, The H0-20 rue implicitly acknowledges that simplification is 30€ the petéct soliton to the prablens of ambiguity and eal inconsitency, but rather a coping mechanism. We stl for 60 Percent to avoid being orerhelned by complexity an oing the ability € Sanction a ll When a colleague or supetioradimon. ‘shes us to “quit complicating the sn” ino jus a nian reminder to get on withthe damn job—iako a plea to keep the ‘complexity aa tolerable lve, As comforting smpliiation cat be, however it imps every ‘ep ofthe integrative thinking proces, Ie encouagesastoelt ome ‘alien Furs rater than conser the question of tance broadly Editing, in tur, leds to unsaisictory resolutions ofthe dete tat busines tows at us. Isy Sharp woul not hve been able ve «rate the Four Seasons clifrence the had simplified as most of his ‘al hoteliers id. He would not have engaged busines rancor in Daeving Tog Camplniy 7 ime fret om nea te: That neces cutters compen see am or frist yay pred 3 np Pr, ber heeded ee ny Con 8-2 beat a Tae Son ns tongs niente cs on amin eet ge Haig nl oo De in pst aoe’ ng cae, becuse sot Sahin ni Sita ao tne one model of shpublentote ts hacer mie Tea ep cae ermaprand tc conga eainganns inet elton. The nif nd cae ba Scitation ea chee Specialization and Its Discontents ‘Speciiason isa variant of simplification. the simpli mind -asonpts to underwand dhe whole picture by making ie more shal- low and superficial than it ell i the specialists to pre serve dep and thoroughness by making out al buta few are inches of vast eames. Like simplification, specialization allows us to cope with what sight be overshelaiing complesicy Consider medicine, by any rcauce a minsvely complex field, The medical ild copes by 8 The Oppose Mind ‘mandating intensive and formalized specahization, There are of ial species, suchas obstetris and gynecology, and subspecial= ‘es, sch as neonataogy. Subspecies posses a staggering depth ‘of knowledge oftheir corer of the medical universe but only 2 thin ayer of knowledge about sedicine ouside their subspecily: Subspecalists so fen to ake litle inerestin or tesponsibiiy for developments ounide their subspecies A is best, medicine weaves the deep knowledge ofeach spe= aly and subspecialty ino aseanles fabric of patient care. Burst it alltoo-frequent worst, specialized medicine cae for dsrete arts ofthe body without ever recognising the whole person sand ing before i Think back to your It visto a hospital You key imerated with several specialists, and they probably dd spend uch time sharing thee particular perspectives on your ease with thie flow physicians. Chances re you checked out ofthe hos pic feting that your heat, knees, and snes (for instance) had been subjected to microscopic scrutiny, bur that ao one ppd buck to comer you asa whole person. You ty also have elt is ‘ated, even resent, Disatisiction withthe dehumanizing con- sequences of conventional medicine specialization has spurred the ‘emergence of the aernative melcine movement ‘The busines word has proceeded dawn aso path of spe ‘ilization, with equaly usacifactory ret. Business dominant ‘mode of specialisation is the Functional arei—financ, marketing, production, sales, human resources, andthe ret of the organiza ional char, Each functional area hae its own acepted range of salience, town acepted casa relationships, its vm tang, its ‘ov insides” Tanguage, and its ot ear As in medicine, specialization in busines enables practitioners ‘tw accumulate deep knowledge, With time and effort, aig Thogh Comey 79 cam acquire eneyelopedic expertise in finance, matkstng, oF a= counting. But tha expense 4 ment of expense in busines self As Peter Drucker olde, “The busines thats going to hive your new MBA wil bite somebody to do specaied work, And Fr the ist ive igh, ten eat, your stuens wll work specials. And in most organizations, inre= sented if they show any inert in anything but thie specials, ‘They're then pushy, oF nos, orempice builders" But specials arent optimally suited to solve the biguest robles busines ce, because Drucker ako pointed out, “thee ae no finance decisions, ‘2x decisions, or marketing decisions; ony busines deisons” Functional specialization is especially inimical to integrative thinking because it undermines productive achitecture—the keep ing in mind ofthe whole whe working on che inv! pats ily works against che develop Functional spetization encourages the sequential ot parallel res lution of discrete pars ofa busines problem. The rests that ‘what sopra fiom the penpeetve of ne Sanction wil ake pce lence ver what optima forthe fem 3 whole When designing a new product, for intuice, the research and evelopment department arives ata formula and a et of ecifi- cations. Then R&D “throws ove the wall!—an expression that speaks volumes about the balkaniaton of mast complex bust ness organiations—to manufictring, which in turn throws it over the wall to marketing, and then to ses, and 30 on, Each subsequene function is dled with the natowly provincial deci- Sons of the previous functions in the chin, So if RAD spe cialis did't consider manufacurbiltywhea they designed the produet, the manufictring imetion will ust have v do the best itcan, The neve step down the line can expect similar degand for is priorities, 1 ‘The Opposble Mind The usa aernatve to the sequential process parle! process fn which the general manager of project asks each functional ‘ito produce sfution tox common problem. Agta, because of the degree of shill specialization, the people in each futon ‘ait nck ce range co consdee features ofthe problem tht might be sient to specialists in ocherfanetions. Nor ean une specie sce the causal relationships chac cher specialists might se. ‘Asa esl, each fanction key ro come back eo the gene manager with it ow fanctionsl optim, none of whic is Hkely ‘0 embody ll the features of im opti, The general man. ager must then either pick one factional option vr try to piece together a sore of Frankenstein’ minste om parts of each soli sion, The result is ofen something tike Pontiac's ified Artec SUV, The cat was supposed toe the proact ofthe bes ides of Pontiac’ engineers, marketers, and customers. But bccaaie there ‘was o integrating intelligence drwingall hove good ideas nto a "unified whole the Aztec Tooke ike what twas a hodgepodge of Good ideas that had never been integrated int single evo design The Aztec sno longer on the market Neither the sequential nor he pall proces generate the pro- Accive architect charscterisic of integrative thinkin, in which ‘he thinker keeps the whole in sind while workingon the individ ‘a pare, So win then, do we simply and pocaie, even know ingit produces ress tae ae less than opel “The reason that ‘he world ica noite pieces is Because itis easier vo deal with exphins Hilary Austen Jonson, who stad under Jin March, “Once you sta integrating thoy, you end up with a much moze ‘complex problem oh n you hal bee, Rs hades to-work with Things are more in tax, You gee more iterations betwen things, s0 the knowledge that you have has tbe moe robust."= Dacing Thoth Copley 8 "That more complexity than most minds care to handle, and simplifistion and speciaiaion ean quickly come wo Took lke the ‘only rfige font chios. Bucexperienced integrative dinkes learn to dean» diintion between chaos and complexity. F C. Kohl, the founder of Indian sofware gint Tata Consultancy Services andthe an often called the fier of the Indian sofware indus try alles eneaoragemient to anyone Facing a complex problem “Any sno ascertain ner oferta if ow ae dong rem ing, ven fr a omples poo, ed you raze what ‘he sem, ane th subsystems, wha re she subsystems and dfn intense a yo cam, yw a ee ing sme aig, ow 1 ge out of te The complevin-—if yr have sae glint al hare yea rusure—T dn hi it boos tht hd cer words, complesity daca have tobe overwhelming if we master our iil pac rection and Jook Fr putes, connec- tions, an atl relationships. Our eapacty co handle complexity ol suggests, is greater tha we give ourselves credit fo "Teams ca ofa valuable sopport in minting the complex fy that integrase thinking hsves upon. Martha Graham collibo= te wih gia from the domains of mse andar such s Copland and Noguchi because she ved and needed thei expert, They ‘helped her sak foe om conventional notions of what wassaient to the dance and deepened her undenanding of causa elatonships among each element ofthe peeformance. Constant interaction with ‘collaborators elped her keep dhe whole dace in mind as she de signed its individual einen, I sch an environment, creative resolution int assured, but dhe odds of sucess are dramatically anproved, 52 The Oppouble Mind ‘ike Gram, the integrative dinkex interviewed knew they ‘would need plenty of help to reach cresivetetlutions, They ‘hese ther collaborators expesdy for what they could coneribate 10 a imegrated whole. Broce Mau, a renowned designer and Sequent collaborator with architect Frank Gehry al mse, “You fant make a renaisance person anymore, because the ange of hat you would nee 0 dois jus impossible, But you eld a= ‘ually assemble a renaisance team" The intestine thinkers rely ‘on thei “emsisunce teams wo broaden slece, maintain soph tiered cans, and creat» hoi architec in thir drive For creative resolution, Designing a Ride, Not a Railcar (One ofthe most sophisicaed and succesfil raise in busines today isthe industrial design frm IDEO, What gives DEO ised s that CEO Tim Brown and his colleagues recog nize thatthe people who use products and services dont judge them simply by their functional performance, They abo jude hem by che degree of emotional sasiction they provide, low a ‘chew wens makesits usr fel sas important show itchopsor ©. Many of DEO scompettars hae betel comet the same relizaton, but IDEO gor ther fist, ard ie has mac more expe~ "ene an itv in designing forthe emotions for the este 8 wells the hand Browo expicily dicourges both his desiguers and 1DEOS stint from oversimplving ad overspecsing. Exeesive foc ‘om the individal elements of a design problem, he argues, will deeact rom the overall solution tha clients ate secking. amingThogh Conpeiy 8 “That elie was pot tothe test ewe years back, when Amira, the US. pasenger ta corporation, was preparing te lanch i ‘cela high-speed tran service along the Beston-to- Washington metropolitan corto, feasked IDEO to design che interior of Acel ll coaches, Amtrak wanted a ella that was more atirac= tive nd Functional shan che interior oF he passenger anes that svete Amitaks pita conection own cond have taken onthe asigament and designed a cx the would have been a huge improvement over Amen’ dowdy sn rundown sling tock. But Brown ian inegrative thinker sso rejects plication and speciazation, He argued that An ceak by focusing on the interior of sears, wos missing 2 uch larger problem, Travelers did’ fivor the aitines over Amerak because they dsiked Amtrak's cats. Tenvelers ase Amtrak be ae they like the ene Amtrak experience They didn tke booking tickets ou Ama, they ide ike wating in Amtrak ti tions, they didn’t bk the boarding procedars. Once they'd ron thac gaunt, Aantal’ cos could have been furnished in sik and old and it woul have made diference ‘Brown pevsaded Ansa rethink design challenge a put IDEOS designers to work analying che typical wan ep They de~ termined itinvolved ten dic ep: earning, planning, ating ‘entering cketing wating, bourding ing ating, and conin= tung thee sisequet journey). The interior of dhe ala wash ‘rant only one often ep inthe estomer experince: ing. Then dexerbes his work ir Antz and IDEO's other lens 8 the whole ching, “sy ymhetie proces” ut tkes into acount whateverthat things” laAmak ae, “the whole hing” involed an end-to-ci rethink of the entne Acca customer experience 1 The Oppose Mind the very definition of holitic architecture, Not only were Acela nileas redesigned, so were win stations, interactive information ios, employee worksuions, ad inecd dhe Aesa brand, which ‘838 positioned aan experience that was seperiorn every respect ‘oair eae ‘The Acel i shining example of the breakthroughs posible when simpleton and specialization ae st kde in fvor of viewing both problem and solution inal heir complexity: Now lets meet another integrative thinker who ao chose to wrestle ‘with che naval components of busines problem without ever forging tat they were pars of» greater hoe, Moses Znaimer: Local Hero, Global Conquest ‘Moses Znaimer is compact and animated man who has lived and breathed television ever since he bought television set with -oney fin his bar miteva inthe sid-195th. In 1972, Zeaimer ‘cofbunde Ciyty am independent Toronto television sation that ‘competed against wo giant Canadian networks, government ‘owned CBC and private CTY, as well the Bul affiliate of the three big American networks of the diy, CS, NIC, and ABC! Te was 2 challenging envisonmens, bt Znaimer’ uitky ite station managed to thrive by making 4 vieue of necesity, Where ‘mainstream TV was pobshed, practiced, an Bland, Citytv was fink, spontaneous, and idiosynentic, Ke fetueed hip newscasts, finge US. ad European shows, and, le at night, mois that were ace than anything the big competitors would dace to show Dimcng Th Complety #5 Bur mite survival wasnt enough for Zeaimer, By the eaty 198, twas clear ohn thee competitive landscape ws chang ng, citing him to make asigniieant choice. On the one hand, the bosdeast media business was gebaliing. CNN and MTV wete ‘emengingas global brand ani operations and other regional med powerhouses, och as BSkyB in Europe and Rupert Munch's ‘News Corporation empire in Asa, werent fr being. The global players, he eealzed, could move into individual local markets bran ‘dng resources that foal players had no bope of matching. ‘Ont other had, he ae tat viewers sl oved hei focal ele vision stations, which connected with communities in a way that the global players, cable chante, and seperstasons could not. Ad series wee eager to reach those local viewers, nd this cont ‘ned spending gave the lea aations aod economic underpinning, ven the glbul ehenvohs gees lager and more power “The apparent choice that Znsimer ced was to stay local oF go slob. IP City stayed Toc, i isked Being swamped 3 che TV ‘busines globalized. Ie was aleacy happening in oxher indstris From zetalng to consumer packaged good to movies, Znaimer oul ce tht players with global scale were beating the loeb ‘But ehe global alemotve was equally nsatsctory. Going tal ca taking on huge financial rik. Cieyte would have to borrow Thugs sum of capital, make expensive acquisitions with no gar= nee that they'd ear out, an find the management alent tone totintetricky lances while expanding at breakneck speed. Even if everything broke Citytv way, it mighe not catch che global players, who hal ahead star of a decade or more, “Znaimer esiest choice wood have been to say cmnforably local in the belie tha going global was beyond reac, The biz payers would swallow hin up eventually but hel make a good living wile waiting forthe end. Thith whata conventions hinker would likely have done, When ficing any dilemma with ney {de-ofB both ies, the conventional thinker declares thee relly no choice at all, Bat Being an integrative thinker, Znimer refused eo accept the slow encroachment of international auia players nto his marke, jst a5 he refed ca miss out om the globalization of media, He "ethought the question of global vrais loc looking fr sient information he overloked the fie ce ‘He found it The love aflocal medi, he wealzed wasn elinited 40 Toronto, Viewers in almost every lca market ae powerilly atched tothe homegrown sitions that reece and foster the ‘sovmmanity’ values adsense of elas a common: Local media, ‘Zmaimer told me eps members af community fn “unexpected

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