Far from Equilibrium

“At times, a single fluctuation … may become so powerful … that it shatters the preexisting organization. At this revolutionary moment … it is inherently impossible to determine in advance which direction change will take: whether the system will disintegrate into ‘chaos’ or leap to a new, more differentiated, higher level of ‘order.’”

–– Alvin Toffler

We are living in times that are far from equilibrium—in our work, our daily lives, our mental states. We feel the stress, and we seek to understand what is happening around us. It seems that everything down is up and vice versa. The world feels chaotic. We don’t really know what’s next, and it is unnerving.

There is an interesting parallel to our current predicament in the world of thermodynamics. While classical thermodynamics deals with near equilibrium systems, a growing group of scientists is studying far-from-equilibrium states. In 1977, Ilya Prigogine won a Nobel Prize for his work on what he called “dissipative structures.” He found that open systems, when far from equilibrium, can move spontaneously toward a more complex state, one that had not existed before and which could not be reached through a sequence of near-equilibrium transitions.

An example cited by Prigogine is the “chemical clock”—a set of chemical reactions that begin to behave in a rhythmic, coherent way under some circumstances. Prigogine and his coauthor, Isabelle Stengers, describe this in their book, Order Out of Chaos: “(I)n a chemical clock, all the molecules change their identity simultaneously, at regular time intervals. If the molecules can be imagined as blue or red, we would see their chain of color following the rhythm of the chemical clock reaction.” Notably, this new behavior—based on a new type of communication—can emerge only from the chaos of a far-from-equilibrium state.

Seeking to describe this phenomenon, Prigogine proposed that as open systems move away from equilibrium, they pass through a sequence of states until they reach a bifurcation point—a point at which the system may either devolve back into chaos or create an entirely new stable state—that is more ordered than that which previously existed.

I wonder how this thinking relates to our current, pandemic-defined times. Our social systems, our work systems, our economic systems, and our political systems are so far from equilibrium right now. Perhaps we will see something akin to bifurcations but in the social sphere. Might all the noise somehow create, at least in some places, a more ordered and productive state, one that we could not have gotten to through a series of incremental, near equilibrium changes? And might we need a new set of managerial principles and a new set of innovation practices to operate in this new state?

As an example, and perhaps the easiest to understand, consider our work patterns. Remote work during the pandemic has become the norm for professionals, and we are devising new ways of managing that work. Will that ever reverse? Is this a new order, a dissipative structure, that will persist once the pandemic has passed, simply because it is more stable? Perhaps it took the far-from-equilibrium state of the pandemic to unlock the minds of management to the potential. Now that those minds have been opened, they will not be able to “unsee” the possibility.

As another example, consider the nature of the design of work and organizations. The pandemic threw into sharp relief the lack of resilience in highly structured and prescriptive organizations and work practices. At the same time, it made visible the flowering of innovation by small groups focused on addressing acute problems, like the shortage of ventilators or the need to reopen retail outlets safely. Will this small scale, highly empowered innovation—inside and outside corporations—become the future state? Gary Hamel thinks so. In this issue’s interview, he discusses his book Humanocracy and the power of small, empowered groups to create highly effective and resilient organizations.

Finally, might we see a difference in the way we design and develop technology? Will we see technologists start to value the resilience people bring to work more highly than in the past? Already some companies are seeking to design technology to take advantage of the unique capabilities of people at work, in part to increase resilience. Will this continue? Will a new set of practices emerge for the design of technology for resilience? It may have taken a pandemic to shake (at least some) people out of their Taylorist assumptions about work, technology, and people.

What of our patterns of investing in R&D and innovation? This issue’s annual “R&D Trends” article describes the results of the latest survey of the issues and expectations of R&D leaders in industrial companies. Prior year comparisons were, of course, very difficult because so much has changed so rapidly. But an interesting observation is a bifurcation of expectations within the population. Many R&D leaders see, at least temporarily, reduced investment in R&D that extends beyond 2020. Others, however, expect to continue a recent trend toward increased investment. Is this the familiar pattern during downturns—the pattern of successful companies doubling down on the future while others hunker down? Or does it presage a bifurcation point, one with more stability in innovation investment?

The pandemic has encouraged so many experiments—what Prigogine would refer to as fluctuations. Might the chaos lead to new, more productive “dissipative structures”? If so, perhaps it will have a silver lining. Perhaps it will lead to new ways of thinking that value not only control and efficiency, but also empowerment, resilience, and new paradigms for technology design.

Research-Technology Management seeks submissionsCALL FOR PAPERS: Special Issue: The Evolving Workforce in R&D and Innovation

Research-Technology Management welcomes articles that explore factors shaping the R&D and innovation workforces.

The pandemic is accelerating many trends that were already in progress (for example, remote work) and challenging others (for example, the globalization of R&D). RTM is interested in articles that shed light on new ways of working and how companies are employing them.

RTM is actively seeking papers on the following topics:

How R&D and innovation teams are working differentlyHow companies are embracing and adapting to remote work and rethinking their workforce requirementsHow companies are adapting innovation tools for remote work (for example, customer insights)What role Open Innovation is playing in the evolving worldHow companies can develop an organizational culture that supports and promotes evolving ways of working

Papers and case studies should highlight specific, firsthand examples of how companies are adapting their workforce, their workplace culture, and their R&D and innovations processes. Submissions should include data on the practices, companies’ experience with them, adaptations to make them successful, and managerial lessons learned/practical implications.

RTM articles are concise and practice oriented. Ideal submissions offer concrete examples and data to support theories about invention and innovation, the management of technology and capabilities to support innovation, or the process of portfolio selection and management. Successful submissions will offer readers practical information they can put to work immediately.

We prefer submissions at around 4,000–4,500 words, although we will occasionally publish truly groundbreaking pieces as long as 5,000 words. Articles should be submitted via our Editorial Manager system at https://www.editorialmanager.com/rtm/default.aspx. For submission requirements and author’s guidelines, visit us at https://www.tandfonline.com/toc/urtm20/current.

For more information about this call or to join our email list to receive notification when calls for papers are released, please email RTM’s managing editor, Tammy McCausland, at [email protected].

Research-Technology Management seeks submissions

CALL FOR PAPERS: Special Issue: The Future of Global R&D

Research-Technology Management welcomes articles that explore factors shaping the future of global R&D.

For decades companies have benefited from globalization. Companies have realized both cost savings and access to new markets. Globalization is experiencing challenges and undergoing changes, which the COVID-19 pandemic has highlighted. Companies are adapting accordingly. RTM is actively seeking papers on the following topics:

How new attitudes and business approaches are changing global R&D and innovation

How supply chains are being reshaped because of COVID-19 and what the long-term impacts will be

How companies are rethinking their global operations and what the impacts will be on globalization

How R&D and innovation teams are working differently

Papers and case studies should highlight companies’ perspectives about how globalization is changing in light of current pressures—political, pandemic, supply chain, economic, etc. Submissions should demonstrate companies’ experiences, what’s changing, adaptations, and managerial lessons learned/practical implications.

RTM articles are concise and practice oriented. Ideal submissions offer concrete examples and data to support theories about invention and innovation, the management of technology and capabilities to support innovation, or the process of portfolio selection and management. Successful submissions will offer readers practical information they can put to work immediately.

We prefer submissions at around 4,000–4,500 words, although we will occasionally publish truly groundbreaking pieces as long as 5,000 words. Articles should be submitted via our Editorial Manager system at https://www.editorialmanager.com/rtm/default.aspx. submission requirements and author’s guidelines, visit us at https://www.tandfonline.com/toc/urtm20/current.

For more information about this call or to join our email list to receive notification when calls for papers are released, please email RTM’s managing editor, Tammy McCausland, at [email protected].

Additional information

Notes on contributors

Jim Euchner

Jim Euchner is editor-in-chief of Research-Technology Management and an honorary professor at Aston University (UK). He previously held senior management positions in innovation leadership at Goodyear Tire and Rubber Company, Pitney Bowes, and Bell Atlantic. He holds BS and MS degrees in mechanical and aerospace engineering from Cornell and Princeton Universities, respectively, and an MBA from Southern Methodist University. He is author of a forthcoming book, Lean Startup in Large Organizations, to be published by Productivity Press. [email protected]