Embracing complexity means working with inherent uncertainty rather than trying to engineer it out. The act of doing so can help leaders discover and exploit new opportunities.
The Magic Roundabout in England (pictured) is an example of how complexity was embraced to design one of the most effective traffic management systems in the country.
The roundabout has five outside roundabouts going clockwise (the right way in the UK), while the middle roundabout goes anti-clockwise. There are very few guide for navigating it beyond a few lines on the road: there are no traffic lights and no road-side signs. So why does it work?
A roundabout was originally sketched out to meet the demands of a very busy intersection: junctions leading to motorways, the centre of a nearby town, a hospital, football ground, and even a route to protect a grade 2 listed building. Yet, rather than settling on one configuration the designers embraced complexity to create a design that’s successfully been in use for over 40 years now.
When the roundabout was first opened to traffic its lines were not permanently marked out. Police officers were stationed at each mini-roundabout to observe how drivers navigated it. As patterns of driver activity emerged adjustments were made to support those that were beneficial (that kept traffic flowing) while negative pattens (creating bottlenecks) were dampened.
The result was a design that works with how people drive safely, rather than trying to impose safety through rules. The design - by the novelty factor and an absence of conventional markings - forces drivers to slow down and become more aware other surroundings: they give way to cars already on the roundabout, keep inside the lines on the road and avoid collisions.
The roundabout puts the emphasis on safe and effective decision-making on the drivers rather than distant designers. What this produces is ‘emergent behaviour’ - people responding to what’s really happening as opposed to having their action planned well in advance.
The result is that the roundabout sees very few accidents, (as cars go very slow) and no traffic jams, even in rush hour (as there are multiple ways to navigate it, which people learn as they become experienced driving through it) the entire system is more effective for everyone.
For those - like me - who live in cities with horrendous traffic problems, caused by the type of centrally-planned traffic management ‘solutions’ parodied in the picture of the art installation below - the attraction of embracing complexity for discovering new options, rather than trying to design it away for the sake of centrally-planned order, becomes obvious.
© Narrative Insights 2013 - 2018
Part of the global Cognitive Edge & Cynefin Centre network
"It ain't what you don't know that gets you in trouble; it's what you think you know for sure that just ain't so"
- Mark Twain