When I was a child, my mother would tell me a story of her own childhood. She spoke of how the children would collect tin foil wrappers from gum and cigarette packs and make a foil ball that could be turned in to help the war effort. This was all part of a scrap drive that children and citizens participated in willingly that included gathering grease fat containing glycerine that was used for bombs and metals of all kinds used in bombers (made by an increasingly female workforce that “manned” the factories where B-52 bombers were being made). Everyone pitched in because “our boys” were “over there” fighting.
Staff: I'm curious to hear more about the slider, "People As A Means Versus Ends." And when I look at how you've drawn it up (see the map here), it seems to me that this slider has to do with how a person interacts with other people. Can you explain a little bit more about what the basics of the slider?
You don’t get to choose whether your organization is a complex adaptive system. All organizations are complex adaptive systems because they are made up of individuals (agents) adapting to their environment. The behavior of an organization—an emergent property of the many agents and their interactions with one another and their environment—is not easily predicted by the behavior of the organizational members alone. As a leader, your challenge is to embrace this reality and leverage it to your advantage.