|In reading the book “Walk Out, Walk On: A Learning Journey Into Communities Daring to Live the Future Now“, I am reconsidering the idea of efficiency and how it might be a hindrance to our ultimate success in organizations and communities.Author Wheatley talks of an unreachable “optimal state” and how this makes efficiency elusive. She advocates instead for a resiliency model. Such a system, “…has the capacity to rebound from disturbance…by increasing its diversity and redundancy, by forgoing growth and speed in favor of sustainability, and by engaging in a wide range of small local actions that connect to one another.” A resilient agricultural system might be local so as not to rely on a single element like supply of oil to transport food grown far away, or it might practice a labor intensive form of agriculture like permaculture. A resilient community might use local herbs to treat disease rather than relying on access to pharmaceutical drugs that are made far away and are in short supply.
Similarly, a resilient business might embrace the “local” concept by cultivating leadership and a diverse skill set in its employees–and spread out decision making authority beyond its executive team so as not to rely on the “oil” to spread leadership from the executives to the other workers. It would consider the strengths of its workforce, and consider paths toward its purpose utilizing these skill sets. It would empower its employees to find ways to get their work done without relying too heavily on organizational policy or other departments.
In contrast, efficiency models try to get the most done in the least amount of time. Wheatley says, “The more you optimize elements of a complex system of humans and nature for some specific goal, the more you diminish that systems’ resilience. A drive for an efficient optimal state outcome has the effect of making the total system more vulnerable to shocks and disturbances.” An efficient organization tries to eliminate redundancy and streamline decision-making and processes through specialization and hierarchy.
In order for an organization to value resiliency over efficiency, there would need to be a shared understanding about the illusion of the optimal state. The optimal state does not exist!
When I am planning a project, I try to build in extra cushions of time to make up for the unexpected setbacks that are, in fact, to be expected. As the author said, “Life always bursts through the door–why not expect it?” When I try to explain my cushions in the project plan to someone who wants to or needs to believe in the idea of the optimal state, they want to decrease these cushions and get the project done faster and for less money. If I remove the cushions, then the project ultimately comes in behind schedule. The response then is that we need to work harder, do more, and next time make sure that nothing unexpected happens or gets in the way. Inevitably, something happens again the next time–someone on our team gets sick, our outside vendor is behind schedule, or a computer breaks, and the cycle continues. This leads to discouragement when people work harder and harder, but still see that they are not meeting the goals.
The optimal state illusion is embedded in our political systems, our agriculture systems, and our organizations. Is the drive toward greater and greater efficiency getting in the way in our organizations? How do we break out of this cycle and come to a shared understanding about the illusion of an optimal state so we can work towards resiliency?