Closed change generally has a clear cause and effect with consequences able to be forecast. It might be complicated in detail but is still predictable. Contained change is derived from a situation and based on the actions taken to address the situation. The consequences are less predictable and based in scenarios and probabilities.
Open-ended change is completely different. The whole situation is confounded, with ill structured and inadequate information and many unknowns. Open-ended change is also subject to greater influence from personal ambitions, bias and beliefs. In open-ended change we do not know the consequences of what we are doing until we have done it, we can only have a theory, some assumptions and evidence to support the theory. Similarly, we need to adopt a more exploratory and iterative approach where we test, measure, replicate, scale and repeat the process. All informed by a purpose, guided by a paradigm and established in a transformational way of working.
A major issue for organisations in leading open-ended change is in how to make and communicate strategic choices. Strategic choices are made within a cultural paradigm that shapes the choices that are explored and the decision made.
Morin in 1985 (1) described a simplicity and complexity paradigm for open end change. The beauty of his insight was that neither a simplicity or complexity paradigm is ‘right’. Rather leaders should use these two paradigms in a complimentary manner to illuminate and communicate choices when change is open ended.
Here is a quick sample of a simplicity and complexity.
