Self-Organizing Adaptive Networks
They're Everywhere – Effusive yet Elusive
The term “self-organizing adaptive networks” is a name given by scientists to a natural process we’re still trying to understand, and to employ in our work with each other, especially in large groups and organizations.
Weather and climate change is an example of an adaptive network, where our atmosphere, the oceans, and the activity on earth’s surface are in constant interaction. A shift in atmospheric pressure or temperature affects who gets snow and who gets tornadoes. A rise in the temperature of earth’s surface affects glacial melt and the behavior of the jet stream.
In self-organizing adaptive networks, there is no “boss” per se, although when the lightning strikes and the wind starts tossing cows and houses around, we don’t argue with who’s boss at that time. It turns out that the role of “the boss” shifts as each new situation arises. Think of the lovely murmurations of bird flocks over a field, how in unison, how orchestrated, how magical their coordinated swoops and swirling. Researchers say that, in fact, each bird takes cues from six or seven of its nearest flock members and, when threat or opportunity arises anywhere, the entire mass responds, instantaneously, in response to the one who first senses the next thing needing attention.
A book by David Ehrlichman titled “Impact Networks” describes this phenomenon in nature and explains the principles behind it. Interestingly, in an article on the subject, Ehrlichman never uses a “capital” I, perhaps because one of the key principles is that in an adaptive network, the I (as Freud would define it) sort of disappears. When we focus on a common purpose, the ego retreats and the collective begins to resemble that swooping and swirling flock of Starlings.
To give you an example, in the aftermath of Hurricane Sandy in 2012, an amazing self-organizing network of about 60,000 people immediately formed what came to be called Occupy Sandy. It was so efficient and effective, the Red Cross used them to distribute aid to the thousands without power, food, and housing. Instead of it being a hierarchical organization, Occupy Sandy recognized many people throughout the country as leaders as the crisis unfolded, as the needs shifted. So, when money was needed, for example, one group of expert crowd-funders sprang into action and raised millions of dollars overnight. Then, when the need came for first aid, or clothing, or emergency housing, others took charge and the entire organization shifted to make that part happen.
Here are the principles that Ehrlichman outlined in the article in Stanford Social Innovation Review:
Group agreement around a united focus, or purpose.
Trust, collaboration, and shared power – humility, not hubris is key.
Prioritize on the diversity of connections instead of the number of connections.
Sense what is emerging, what is needing to unfold. “Pertinent questions, more than answers, are a pathway to collective wisdom,” said Daniel Wahl in a book Designing Regenerative Cultures.
Being able to listen, to be open. That allows you to act, reflect, then act again, constantly being open to adapt with flexibility.
Holding dynamic tensions. Because reality is always in flux, human systems need to be able to act accordingly. Here are six manifestations of that dynamic tension:
Building trust and taking action
Participation and pace
Self-interest and shared interest
The parts and the whole
Planning and emergence
Divergence and convergence
Our habit as humans is to see these as polarities, as opposites. In the Chinese “Yin Yang” philosophy, however, these are not opposites but rather different parts of the whole. “Both and” thinking is needed to fashion an adaptive network, not “either or”.
Curandi is a membership organization that supports and assists the use of adaptive networks to achieve positive social outcomes for the entire Mid-Willamette Valley population. Whether the goal is to reduce homelessness, improve academic achievement, lower substance abuse or increase public safety, adaptive networks will get there faster, and the change will last longer.