One of the most influential concepts in complex systems theory is emergent phenomena—the surprising and unpredictable behaviors that arise from the interaction of simple rules governing individual agents within a system.

In our organization, how can it be that a simple and well-defined process or structure doesn’t translate into effective execution and communication? Suddenly, there’s a crisis, and you didn’t anticipate it.

I find it fascinating to dig into the root cause of this phenomenon. You might rush to add more rules, change processes, schedule more meetings, or restructure, but it still feels like something else is driving the system—something beneath the surface that you need to uncover.

What I’ve often found is that many times, it comes down to mixed messages—both explicit and implicit. Explicit messages are those you have clearly defined, while implicit ones are communicated through actions and behaviors. For example, you might want to encourage innovation in your organization, so you set up a process, allocate time and resources, but during meetings, if ideas are met with harsh criticism or aggression, people will feel discouraged and won’t step up. Good luck keeping up the talk about it in your next all-hands.

In short, nothing is more damaging to a sustainable organization than the gap between the culture you define and the reality your team experiences. Find the discrepancies between what you say and what actually happens. Look for the implicit messages your team is interpreting and acting upon.

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