When a disaster happens, look for the positive

In last month’s blog I discussed Fast Recovery and Swarming as 2 strategies to exit the Chaotic Domain. These are appropriate when looking for a “fast answer”. A 3rd strategy is asking a “slow question.”

Resilience as Cynefin DynamicsWhile the process flow through the Cynefin Framework is similar to Swarming (Strategy B), the key difference is not looking for a quick solution but attempting to understand the behaviour of agents (humans, machines, events, ideas). The focus is on identifying something positive emerging from the disaster, a serendipitous opportunity worth exploiting.

By conducting safe-to-fail experiments, we can probe the system, monitor agent behaviour, and discover emerging patterns that may lead to improvements in culture, system, process, structure.

Occasions can arise when abductive thinking could yield a positive result. In this type of reasoning, we begin with some commonly well known facts that are already accepted and then works towards an explanation. The vernacular would be playing a hunch.

Snowstorm Repairs

In the electric utility business when the “lights go out”, a trouble crew  is mobilized and the emergency restoration process begins. Smart crews are also on the lookout for serendipitous opportunities. One case involved a winter windstorm causing  a tree branch to fall across the live wires. Upon restoration, the crew leader took it upon himself to contact customers affected by the outage to discuss removal of other potentially hazardous branches. The customers were very willing and approved the trimming. The serendipity arose because these very same customers vehemently resisted in the Fall to have their trees trimmed as part of the routine vegetation maintenance program.  The perception held then was that the trees were in full bloom and aesthetically pleasing; the clearance issues were of no concern. Being out of power for a period of time in the cold winter can shift paradigms.