Olivier Zara's last post published last week dealt with "Chaos-Disorder to Chaos-Agile". He wondered whether the creation of the position of "Chaos Director" would help change management, collective intelligence. Here is his answer.
Since December 17, 2010 in Casablanca, my lectures are now focused on paradoxical management (reading my post on the subject is a prerequisite to this one otherwise you may be lost!).
It seems to me relevant today to create a special function in the company: a kind of "guardian of the important" (guardian of the Chaos logic) - the Order logic being centered on the urgent.
The goal of the caretaker of the important is to deal with the important before it becomes urgent! The important is performance development, strategy design, complex problem solving, collaborative innovation, governance issues (how to work better together). When we wait for the important to become urgent because no one is dealing with it, we deal with the important in a hurry. Time is the worst adjustment variable in thinking. To draw a parallel with another area, in a negotiation, it is well known that those in a hurry will get less than those who have time ahead of them.
By chance, I came across the biography of Mathieu Coste who is Nearbee's CCO. CCO means Chief Chaos Officer" which could be translated as "Director of Chaos" (or another translation to be suggested in the comments, I count on you and especially my fellow Quebecers).
The term is not new. A first trace of it can be found in a CNN article published in October 2006 about Google and its mission would be to organize chaos at Google (translation of "structured chaos"). The Google angle is more about creativity and innovation, while for me the thinking side is just as fundamental.
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A small search in Linkedin on the expression "Chief Chaos Officer" gives me 11 results, it's not much but it's a good start!
Here is my vision of what a Chief Chaos Officer should be in a few points.