Complexity in Wicked Problems

LIFE LEADERSHIP DIGEST – Article by Steve Trivett

In increasing number of life and leadership issues are becoming multidimensional and connected. We are having to think differently to deal with the resulting complexity. Complicated problems can be difficult to solve, but they follow an underlying structure of rules. that can be analysed and responded to logically. Complex problems involve too many unknowns and interrelated factors that don’t seem to follow any rules but can be probed to reveal deeper patterns.

The Cynefin Framework outlined below explains the distinctions that leaders need to make when addressing problems where there are no easy answers.

“We are moving from a world of problems, which demand speed, analysis, and elimination of uncertainty, to a world of dilemmas, that will demand patience, sense-making, and engagement of uncertainty.” – Paul Kinsinger

The implication for leaders is that current best practice can no longer be relied upon to resolve a growing number of complex issues. New approaches to thinking, being and doing are urgently needed.  These changes require through conversations about purpose, the allocation of resources, coordinated actions, agreed outcomes, shared responsibilities and a commitment to learning.

For example, looking beyond the obvious to notice new patterns and the hidden forces that only get revealed through instinct and intuition. It means disrupting and questioning your own assumptions and habits. More time and space is needed for action-focused conversations that stimulate and nurture creative thought and stimulate innovation by connecting diverse skills and sources of data.

It’s helpful to think through, but not get distracted, by worst-case scenarios. Mistakes will happen, but it’s the decision you make at that point of uncertainty that will make the difference.

We can attribute too much to anyone decision. This is where the “adaptive action” approach comes into play. Get clarity on “what” is actually happening, “what” it means and the opportunities available before choosing “what” is the next best action after this one has played out. It’s im[ortant to be clear about what you want before you look at your options. Once those choices are in front of you, it’s important not to rush into what is easier to implement.

It can be useful at decision points to map the options out on paper. This stops the mind going round in circles and allows new patterns and option to emerge. When reasoning isn’t getting you anywhere, gut instinct can sometimes be the deciding factor. It’s like tossing a coin and then questioning the result. One of the most helpful things you can do is ask yourself if the decision will deliver what will be important to you and longer-term aspirations.

When we face the “paradox of choice” it can be paralysing because we fear making mistakes, but recent research by Robert Anderson and William Adams is revealing how leadership in a complex environment requires us to access our innate human wisdom, our capacity to be a creative under pressure, visionary in our thinking, personable and effective communicators that care about developing the capabilities of others.

“There is one thing that I have become certain of and that is that the methods that have been used in the past to develop leaders will not be enough for the complex challenges which are on their way for organisations (and broader society).” – Nick Petrie

In a volatile, uncertain, complex and ambiguous (VUCA) world it is your natural human abilities that will matter more. Your questioning, listening, engaging and meaning-making skills will play a lead role. The Life Leadership Project is an initiative to help coaches and managers enhance their authenticity as leaders by observing how they use language, mood, posture and relationships to transform their connections with what others care about. Listen to Steve Munby.

Munby – Why would someone follow you? from The Learning Exchange (1) on Vimeo.

 You will learn how to develop leadership capacity in yourself by developing the leadership capabilities of others. It’s about seeking growth by looking at yourself. Ask for feedback on how do you come across to others? Find out what your main quality or strength so you can improve it. Find out what weakness you are blind to that is getting in the way of you growing into a more capable leader?

Whether you are in your workplace, at home with your family or engaged in community activities, you will want to maximise the life opportunities for those you care about and minimise any threats to their health, happiness and safety. The most effective change comes when you stop being reactive and look to foster creative thoughts and actions.

“Innovation cannot be managed. You have to satisfy the necessary conditions for innovation to occur. To start with, you have to listen and learn from others.”  – Eric Schmidt