What is an Emergent Solution?

Emergent solutions are found in non-linear, non-reductionist approaches to problem-solving. In complex systems, solutions emerge out of what, on their face, appear to be relatively simple interactions. In facilitating goal-setting and problem-solving, groups know why they are part of the team and what they need to accomplish. They bring a high degree of expertise and vast experience to the table. Participatory interaction will bring out a variety of possible outcomes where options for change are many and flexible. 

In a reductionist approach, the consultant/facilitator is viewed as a directive mechanism to manipulate the element of a system to reach a prescribed outcome. This is linear thinking in that one sees a symptom, diagnoses it, and prescribes a treatment, which will presumably work -- if assumptions are correct. This approach supposes that pulling one lever in a system results in components downstream acting predictably. This expectation carves out a role that places a lot of control in the hands of the consultant and emphasizes adherence to an often highly structured process rather than seeing emergence is the process.

However, in a complex social system (and organizations are complex!), answers emerge from the interactions of people. Emergence does not happen from imposing control, rigid boundaries, and absolute adherence to a structured process (i.e., detailed agendas). Instead, the consultant/facilitator assists with creating a loose boundary within groups and organizations that allow for free, uninhibited thinking. Flexibility and resilience are embraced over the reductionist approach of directive mechanisms. What comes out of this process is unpredicted brilliance and authentic leadership.

The challenge is that most of us were trained under the assumption of linear cause and effect models and standardization of processes. That is, if we have a great deal of structure and a process, we can manage people and achieve an outcome congruent with "best practice." This rigid structure does a disservice by ignoring all the interactions, conversations, and ideas that arise from an approach that recognizes complexity. For those new to this approach, it can feel very uncomfortable as we're so used to being directed by a central figure and following scripts, agendas, and protocols. In an approach where people are emphasized over process, it is not uncommon to hear that the conversation is circular or be asked, "Where are we headed?" 

It's challenging for someone to hear, "just trust the process." What might appear as a circular conversation is the creation of a loose boundary, and solutions lie within that circle. Essentially, we must rely on one of the most challenging skills to master— patience — and allow that conversation to occur. One of the biggest mistakes is rushing or cutting short conversations because you might not see them as relevant, but here is hidden energy in them. Tease out the theme because you don't want to walk past the golden nugget because you are so focused on collecting silver dollars along the path. As the old saying goes, slow and steady wins the race. However, the process does not necessarily need to be slow. Emergence can happen quickly. We don't know until we get into a group setting/organization to see how pieces fit together, interact, and what emerges. Although there is a family resemblance among many counties, cities, organizations, and groups, they are still all unique in their own way.--residing in their own ecology. Recognizing complex systems allows us to let useful, flexible, and resilient solutions emerge.