Although leadership and its best practices have almost become a buzzword nowadays, it was not the case two or three decades ago when companies were only exploring how to better organize their employees. Indeed, it was something that Margaret Wheatley studied in her book Leadership and the new science: Discovering order in a chaotic world using the knowledge of quantum physics. As the author herself claimed in one of the interviews, she realized that the science of order and chaos of molecules applied to any organization when she started reading about quantum theories (London, 2008). The latter helped her understand that companies cannot improve and be successful by implementing some standard model developed outside of it (Wheatley, 2011). Instead, organizations must determine the methods of people management that work for them (Wheatley, 2011). At the time Wheatley developed her ideas, corporations did not put sufficient effort into reducing turnover and making people want to stay in that firm (London, 2008). Her theories on organizational structure show that the democratic and self-sustaining philosophy in companies is the most suitable approach to prosperity in the realities of changing economies and globalization.
It appears that Wheatley’s theory developed from the notion of open chemical systems’ ability to reorganize if exposed to change. Indeed, the author believes that a group of workers in a modern company can adapt to external circumstances provided the right factors (Wheatley, 2011). Therefore, she suggests that the future of organizations is not strict control but proper driving forces (Wheatley, 2011). Moreover, the author states that companies attempt to build rigid machinery with established rules, breaking of which will inevitably lead to suspension of one’s duties in that firm (Wheatley, 2011). However, using the analogy of streams and rivers, Wheatley believes it is the capacity to adapt and change to appearing obstacles that allow a stream to attain its final goal, the ocean. Similarly, she asserts that firms should remain flexible to be able to quickly adjust their techniques and specific objectives to not only stay in the market but also achieve success (Wheatley, 2011). The main idea of Wheatley’s theory is that any organization is equivalent to a living creature that is created and sustained on its own by adapting and evolving due to extrinsic forces.
Wheatley highlights in her book, using the analogy to chemical equilibrium, that organizational growth occurs not from balance but due to disequilibrium. I can relate to this notion from my personal work experience at a startup. Indeed, all the best alterations introduced in that company came after internal or external disturbance. For example, when the Research and Development department had a series of failed experiments, which caused substantial financial losses, the leaders decided to divide the microbiology laboratory. Separation of bacterial and fungal projects significantly reduced contamination of samples, boosting the workers’ productivity, who seemed to lose hope of completing their work before that decision. This example shows that sometimes failure may bring positive organizational changes.
Although Wheatley, inspired by the ideas of quantum theory and changing open chemical systems, supports self-sustaining organizations, she does not deny the importance of strong leadership, who are supposed to serve as buffers in systems. Indeed, according to the author, a good leader should follow ethical values, have a long-term vision, have skills to help the company reflect on itself, and be open-minded to change (Wheatley, 2011). Similarly, Steingraber (1996), in the article “The new business realities of the twenty-first century,” claims that it is challenging to sustain a business without adaptation to the rapid advancements of the technological era. However, unlike Wheatley, this author believes that good leadership is about changing prior to the emergence of external forces or disasters (Steingraber, 1996). In other words, he claims that businesses will flourish only if they quickly adapt to the progress in the spheres of technology and supply chain management.
As the COVID-19 pandemic and the 2020 economic recession showed, it impossible to always predict upcoming problems. Hence, it is more critical to be able to adapt to alterations than foresee them (Wheatley, 2011). The employees’ intrinsic desire and ability to change and a leader’s guidance, but not excessive control, are essential components for prosperity for any organization in the modern world (Wheatley, 2011). Overall, the two views of leadership seem to complement one another, but Wheatley’s explanation of organizational structure appears to be more realistic.
In summary, organizational structure and leadership are two complex and intertwining concepts. Wheatley uses an unusual analogy of a company and particles in an open system, exposed to external forces. The author believes that applying the principles of quantum physics and theories of chemical equilibrium can help find a better approach to managing organizations. Indeed, she states that firms that are not controlled are more adaptable to rapid extrinsic changes. Still, she highlights the importance of good leadership in companies since leaders provide a broader vision, reflect on organizational performance, and motivate employees. Lastly, flexibility and adaptability of an organization are more vital than constant analysis of potential threats.
References
London, S. (2008). The new science of leadership: An interview with Margaret Wheatley.
Steingraber, F. G. (1996). The new business realities of the twenty-first century.Business Horizons, 39(6), 2-5.
Wheatley, M. (2011). Leadership and the new science: Discovering order in a chaotic world (3rd ed.). Berrett-Koehler Publishers, Inc.