A633.2.3.RB - Butterfly Effect Clark_A

Butterfly Effect

     The workplace is ever changing.  Oftentimes, a small change may have a big impact that could initially lead to chaos, but will ultimately lead to additional changes that generate balance and order.   Obolensky (2010), explains this when he stated that complex systems seem to be on the edge of chaos but they are able to balance order and chaos.  I can identify two examples where “small changes yielded large results” within our organization.                                 

     One such example transpired by the simple addition of a review form within my organization.  Procurement Analysts in my organization are required to create and sign off on a Procurement Review Form for every solicitation that will be released to the public on behalf of the referring department.   This form also documents additional information regarding the requested procurement such as; the anticipated expenditures, the allocated fund accounts and expenditures from the past twelve months.   This review form also must be routed by the department along with the final draft if the procurement in question in order to obtain the signature of three levels of senior management. 

     Initially, the departmental staff felt as if the form was unnecessary and  the procurement staff member often found themselves having to defend the review process.  With the many layers of approval necessary to complete the form sometimes it would take weeks to get the required signatures.  Although it should have taken days to complete if the upper level management were aware of the information prior to receiving the review form.  In order respond to complexity intelligently and improve understanding of what coworkers do, people must understand each other’s work (Morieux , 2011).  Clearly, had the referring department had an understanding of the goals, challenges and constraints which the procurement representatives have to meet and overcome the addition of this form would have been easily accepted on their behalf.   

     It has been two years since the introduction of this form and now the department managers and senior level management members look out for the review form and utilize it to document notes of their own regarding the solicitations.  Clearly, this form which is used for accountability purposes was an improvement to the procurement authorization process. 

     Another example where a small change yield large results within the organization I worked for was when conflict arose because a vendor claimed that his late proposal for a bid was delivered on time and according to the solicitation requirements.  The Chef Procurement Officer was assured by the staff on the date and time the vendor left the proposal however, our department did not have proof as the system in place simply provided a date and time stamp making it difficult to refute their claim.  This issue was raised during a senior staff meeting and it escalated very quickly because of the priority level of the solicitation. 

     As of a result of this conflict the Chef Procurement Officer included a delivery receipt form as an extra exhibit to all solicitations which requires that all stakeholders hand delivering proposals be given this receipt upon delivery.  This receipt is date and time stamped at the time of delivery as well as signed by the receptionist in the procurement office.  In this case complexity was not a bad thing and it did not result in a challenge; it resulted in an opportunity for our stakeholders to be provided proof of delivery of their proposals with the addition of one simple process (Morieux, 2011).

  

References

Obolensky, N. (2014). Complex Adaptive Leadership: Embracing Paradox and Uncertainty (2nd ed.). Gower.

Morieux, Y. (2011). Smart Rules: Six Ways to Get People to Solve Problems Without You. Harvard Business Review, 89(9), 78-86.