VGER — a Metaphor for Addressing Complexity
Starship Enterprise, 23rd Century
We both are big Star Trek fans (Star Trek nerds you might say). In one Star Trek episode, an immensely powerful alien cloud known as Vger approaches Earth, destroying everything in its path. The Enterprise crew is sent to determine Vger’s origin and save the planet. When the Enterprise finally intercepts Vger’s ship, they discover that “Vger” is really “Voyager 6”, a 20th century space probe believed to be lost in a black hole. All that remains of the original Voyager name plate is “V ger”. Somehow the simple task of Voyager 6 morphed and grew in scope until it consumed everything in its path.
How often have we seen a simple task grow and morph into something that is all consuming? When working on complex problems and systems, how often do we ask ourselves, what was the simple task that this started with? Or, what was the thinking of those who created the process? We operate at the outer fringes and make changes to the fix the problems, building out from the original until at some point it becomes so complex we forget what it was originally intended to do.
We forget the important rule to keep it simple-to avoid tendencies to add on more complexity. We make changes so “THAT” won’t happen again — ignoring that it might just be a lone aberration. If we keep doing this, at some point it is hard to identify the original process . But, what did the original creators intend?
Imagine a child’s collapsible ball built around a geodesic dome design. When stretched out to its full circumference, it is a series of widely spaced joints. When collapsed it is a small, tightly joined ball, all joints are in close proximity to one another.
If we imagine this ball as a metaphor for complexity, the bigger it becomes the center disappears. The more complex a process becomes, , the further we are removed from its central focus/purpose. We operate at the periphery with little close connection to central purpose.
The goal is to remember that at the core of any process, there was a defined purpose established by its creators. How might we keep that purpose clear? One tactic is to move back to the center — collapse the ball — for the purpose of keeping intent in focus. That original focus launched the process with an outcome in mind. Has the process become so complex that we have forgotten it? It is still the necessary focus? Is it still relevant? Taking this as a first step will help avoid adding yet another layer, far removed from the core.
When you are managing a complex issue, ask what is the Vger here? — what is the core question? What was the original intent? And know that if you answer that, the complexity may be solved with a simple answer.
About the Authors
Pam Thompson MS, RN, FAAN is the CEO Emeritus of the American Organization for Nursing Leadership, formerly AONE. During the same time, 2000–2016, she was the Senior VP of Nursing for the American Hospital Association. After retiring in 2017, she now serves as a healthcare consultant and volunteer board member and trustee for several healthcare entities.
Marla Weston PhD, RN, FAAN is the past CEO of the American Nurses Association Enterprise which included the American Nurses Association, American Nurses Credentialing Center and American Nurses Foundation, serving from 2009 to 2018. She now is a consultant and facilitator in leadership development, organizational strategy and growth, and future trends.
