Some problems are complicated: difficult, but solvable with enough expertise and analysis. Others are complex. Many factors influence each other, people see the problem differently, and every intervention changes the situation itself. These are sometimes called wicked problems.
In complex situations the familiar leadership reflex of analysing first, then deciding, then implementing works less well. You can only partly know in advance what will happen. Leading then becomes a matter of taking small, considered steps, watching closely what they produce and adjusting along the way. Models such as Cynefin and the Stacey matrix help to recognise which kind of situation you are in.
Acknowledging uncertainty is not the same as avoiding responsibility. Saying "we don't know yet" can be honest and necessary. Using it as a reason not to choose, or to leave the choice to others, is something else.
Imagine a leadership team that wants to strengthen collaboration between two departments that have long worked side by side. A reorganisation plan looks attractive on paper, but nobody can predict how people will respond. The team could also start with a few small joint projects, learn from what happens and decide on the next step from there. That is not indecision; it is a different way of taking responsibility.
For leaders this asks for a combination of direction and openness: being clear about what you are aiming for, honest about what you do not know, and willing to change course when reality turns out differently. It also asks for the perspectives of others, because no one oversees a complex situation alone.
- BookLeading in a Wicked World →
- TEDxReveal your hidden treasures: the story of the talk →
- SpeakingLeading in a Wicked World as a keynote →