A Little Bit about Communication in Complex

The art of problem-solving dates back to the times of Aristotle. He called humans Zoon Logikon which loosely translates to rational animals. An example of problem-solving from many years back can be referenced to Oedipus and the riddle of the Sphinx, who tormented passers-by with a seemingly unsolvable riddle. The riddle goes like this "What is it that has four feet in morning, two feet at noon, and three at twilight?”

Oedipus, once solving the riddle, achieved great reward for himself. Not much has changed since then, much satisfaction and rewards physically and emotionally is achieved from solving great problems.

Sweet and Simple

Solving simple problems often requires following a series of steps, rules, or algorithms. Firstly, the problem to be solved must be identified. Then, the steps required to solve the problem must be identified, and finally executed.

Seems simple enough, right? 1,2,3. Establish the problem, evaluate and action the resources available for an effective solution. This is a sought-after workplace skill and management responsibility. There is comfort and confidence in solving problems. Although, much still can go wrong along the way, and usually does- unforeseen errors, challenges and miscalculations arise at any time. This requires some course correction and some resilience. The input and output calculations of simple problem-solving have remained much the same over time. Some examples of simple problems include sewing clothes and solving the Rubik's cube. Also mathematics is filled with simples problem and defined answers.

Complicated Problems

Complicated problems are the next level up. A series of simple problems happening in succession or at the same time. There is less predictability which makes room for heightened uncertainty. The multiple parts of a complicated problem can be identified and isolated individually, and each component of the larger problem can be assessed or solved as a smaller part of the whole or larger problem. Some examples of complicated problems are building a car, designing a bridge, getting to the bottom of workplace gossip, and rectifying poor job training.

Complex problems require complex solutions

Next, we look at the problems that plague us daily- complex problems. These are interesting and challenging problems to solve when compared with complicated and simple problems. Important to note is that many complex problem are never entirely solved. The etymology of the word complex comes from the Latin word meaning 'entwined' or 'twisted together'. This is indeed accurate, when viewing complex challenges it is important to note that they consist of many different and connected parts or participants, linked together closely or very loosely in a network or system. Complex problems are complex for this reason- they have many known and unknown factors and people involved or implicated simultaneously!

Similarly, many ideas and theories may be available for who and what caused a problem or who is impacted, or involved in a complex problem, and the possible solutions available, but, the shelf-life of complex problem solutions is very limited, like an optical illusion. This is because as quickly as a solution may be found to one small contributing factor to the challenge, the dynamic system shifts or changes in another area, affecting the whole system. Some common examples are traffic congestion, a shortage of housing crisis, patient waiting times to see specialist doctors, and the phenomenon of ambulance ramping.

The shelf life of complex problem-solving solutions is very limited due to how quickly situations change

Leaders and managers experience great frustration addressing these types of problems (which are also the most common types of the problems they are required to solve). In complex problem-solving much is known about the context of a situation and the people in it, yet at the same time, much remains a mystery. What is generally always involved in a complex problem is people and their behaviours, who add great psychological depth and thought contributions to the problem in the forms of emotion, diversity, skills, preferences, and communication.

The complex problem becomes intensified. Yet, without a clearly defined problem, (unlike a simple or complicated problems) a clearly defined solution becomes a challenge.

"If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about the solution"- Albert Einstein

Complex systems create complex problems

When thinking about complex systems and complex problems (and how to try and solve them) keep in mind large intricate systems such as the stock exchange, the human body, the social workplace, or the climate and weather patterns (whichever system fascinates you the most). Complex systems are composed of a few critical components:

· Numerous interacting parts or individuals

· The individuals or parts in the system respond to signals, feedback, or rules

· Unpredictable behavior and outcomes

· Numerous goals, targets or responsibilities

Interacting individuals or systems and the rules the guide them

Complex systems are composed of many interacting and communicating agents or systems. Think of an organisation, how many conversations, emails and text messages, key performance indicators, targets, goals etc. are passed between employees, managers, leaders, supply chain, vendors, and other stakeholders.

Not only verbal communication what about non-verbal and informal communication? All these signals and messages are transferred from one individual onto the next and between teams, departments, leaders and board members in the organisations. In some cases, these messages are internalised, pondered, cause pain, anxiety, joy and are responded to- and numerous different behaviors result.

As per Newton’s Law of Conservation of Energy “an amount of energy is neither created nor destroyed” therefore, each signal received into the system must have a response. The signal does not fall flat or disappear.

Sometimes the response is positive, sometimes the response is negative and destructive, it may also be unknown at that immediate point in time to leaders and managers. Only to be discovered later when the impact becomes known. Think about a group communication, announcement or email that had BIG repercussions... but ony a week later.

Not surprisingly, due to the infinite number of individuals, behaving autonomously, with their own goals in mind, an unknown number of signals and communications are generated within the complex system. As a result of so many dynamic interactions-unpredictable behavior and patterns start to emerge.

Another great example is how one virus cell infects the human body and results in a full-body multicellular immune response. Many cell pathways are activated, the cells signal each other to create appropriate responses to the virus. The cells in the body adapt and learn for future infections.

In summary, communication and interaction between individuals, leaders and managers is a critical element in complex organisations. It bolsters trust, creates a positive workplace culture, and feedback amongst employees. Successful leadership communication is one measure of positive or negative organisational outcomes. Therefore, better understanding how complex organisations create complex problems is essential. Also, understanding the critical role communication plays within a complex system helps leaders better understand the sensitivity of the networked-style structure of the workplace, how knowledge (true or false) is created and disseminated, and how problems can be better tackled during times of uncertainty.

Oedipus riddle answer: Man. He crawls on all fours as a baby, walks uprights as an adult and late in life uses a cane which represents 3 legs.

Government, T. A. (2013). Health LEADS Australia:

the Australian health leadership framework. The Australian Government. https://www.aims.org.au/documents/item/352