“Complex” isn’t the same thing as “complicated” — and the difference matters. In this post, Stanford University’s Larry Cuban explains why in the context of school reform. Cuban was a high school social studies teacher for 14 years, a district superintendent (seven years in Arlington, VA), and professor emeritus of education at Stanford University, where he has taught for more than 20 years. His latest book is 'Inside the Black Box of Classroom Practice: Change without Reform in American Education.' This appeared on Cuban’s on School Reform and Classroom Practice blog, which just turned 5 years old.
By Larry Cuban
What’s the difference between sending a rocket to the moon and getting children to succeed in school? What’s the difference between a surgeon extracting a brain tumor, and a judge and jury deciding guilt or innocent for a person accused of murder?
Answers: sending a rocket to the moon and surgeons extracting brain tumors are complicated tasks while getting children to succeed in school (or, for that matter, raising a child) and the criminal justice system are complex.
According to York University (Ontario, Canada) business professor Brenda Zimmerman, complicated procedures like brain surgery and rocket launchings require engineer-designed blueprints, step-by-step algorithms, well-trained staff, and exquisite combinations of computer software running carefully calibrated equipment. Think rocket landing on the moon in 1969, doctor-controlled robotic arms doing brain surgery, and the U.S. “shock and awe” invasion of Iraq in 2003.
A complicated system assumes expert and rational leaders, top-down planning, smooth implementation of policies, and a clock-like organization that runs smoothly. Work is specified and delegated to particular units.
Certainty about outcomes is in the air the organization breathes. Complicated systems use the most sophisticated math, technical, and engineering expertise in mapping out flow charts to solve problems.
Yet even those sophisticated systems fail from time to time such as the Challenger shuttle disaster, Three Mile Island nuclear meltdown, and the 2010 BP oil leak.
Complex systems like criminal justice, health care, and schools, however, are filled with hundreds of moving parts, scores of players of varied expertise and independence yet missing a “mission control” that runs all these different parts within an ever-changing political, economic, and societal environment. The result: constant adaptations in design and action. Recall the U.S. president, Congress, lobbying groups, and scores of interest groups trying to get a reform health care bill into law during 2010 in the midst of a slow recovery from the quasi-Great Depression of 2008. Or ponder the bungled U.S. efforts to build a democratic Iraq between 2003-2010 after the engineered “shock and awe” got rid of Saddam Hussein.
Blueprints, technical experts, strategic plans and savvy managers simply are inadequate to get complex systems with thousands of reciprocal ties between people to operate effectively in such constantly changing and unpredictable environments. These web-like complex systems of interdependent units adapt continuously to turbulent surroundings. See the complexity of dealing with the Taliban in Afghanistan in this slide.
Or consider how the criminal justice system created plea bargains to avoid gridlock. Interdependent parts of the system (police, defense lawyers, district attorneys, and judges) adapted to overflowing court dockets. Just as adding financial management courses to the regular curriculum is how schools adapt to external lobbying.
Health care, criminal justice, and school systems — even with their façades of command-and-control mechanisms and policy manuals filled with procedures for subordinates to follow — are constantly buffeted by unpredictable events. Picture a hospital emergency room, a kindergarten class of wailing and reclusive 5 year-olds, judges doing arraignments one after the other.
So what if schools, hospitals, and courts resemble spider webs of interconnecting strands than carefully designed and well-oiled machines?
Read the full story in the Washington Post.
Larry Cuban is a emeritus professor at the Stanford Graduate School of Education.
© Stanford University, Stanford, California 94305.
