Tips for Managing Ambiguity in Complex Situations

Stop attempting to simplify those things that are best handled in a confused, concerned, or cautious state. When overconfidence would pose too great a risk... keep the map messy, and pay a lot more attention to the territory than the map. Leadership is one such domain. Pop-science and self-help grifters have been selling content to leaders for decades now to help them be confident in their rapid assessment of complex humans and complex situations... providing them with patterns/categorizations to fit to the people and conditions they face, so that they can quickly take action (these are the action heuristics from the "simple/clear" domain of #Cynefin). Our archetypes/mental models of a "good leader" almost always include the attributes of decisiveness and "bias for action". This may be stupid. When conditions are volatile, uncertain, complex, and ambiguous... certainty is a red flag. In these conditions: - Less Confidence - More questions - More curiosity - Take smaller steps - Watch territory way more than you watch maps - Update those maps ceaselessly

Uncertainty doesn’t have to be overwhelming, in fact research has shown that uncertainty can be motivating – its ambiguity that leads to paralysis and to remove ambiguity you have to add clarity not certainty. Instead of striving to add certainty, which is inherently impossible in a highly unpredictable world, leaders should focus on adding clarity. Clarity about the organizational aspirations – what do we want to achieve Clarity about the mission – why do we want to achieve this Clarity about the direction – think compass not map Clarity about the values and behaviors – how we act

It often seems that one of our few certainties in work & life is uncertainty. Managing ambiguity is interesting to me as a neuroscientist and stress researcher because it involves 2 powerful sources of psychological stress: unpredictability and lack of control. Research tells us that we handle things a lot better if we can see them coming and feel we have some sense of control over them. If we don't, our stress hormones skyrocket and our fight/flight/freeze response kicks in. Our nerves get a little jangled. We feel nervous and on edge. And that impacts how we relate to others and how well we get our work done. Learning how to manage ambiguity is a leadership imperative. Not only does it prevent burnout and promote well-being; it enables leaders to drive innovation and lead their teams through uncertain times. If you struggle to master this skill, you are not alone. As a starting point, it may help to identify the underlying cause/s for a lack of skill in this area. Here are some of them: - Discomfort with a lack of control and unpredictability. Like I said, this is true of us all. It's normal to freak out a little when the fog of uncertainty hits. The trick is to channel your stress response in a productive direction by focusing on what you can control and making the best plans possible with the information at hand. -Change is also stressful. If you are trying to initiate change at your organization, prioritize clear communication. Convey the intent behind it and how it will benefit others. Encourage transparency and promote honest conversations, allowing team members to express their concerns freely. By fostering an environment where individuals feel comfortable discussing ambiguity, leaders can harness the collective intelligence of the team and make more informed decisions. - Negative bias. Cynicism may assume that the fog of ambiguity always contains a threat. But the truth is, ambiguity often precedes breakthroughs and new possibilities. Choose instead a healthy skepticism that remains open to potential benefits and learning. - Perfectionism. Ambiguity often calls for experimentation and iteration. Leaders should create a safe space for their teams to test ideas, take calculated risks, and learn from failures. By acknowledging the unknown and accepting uncertainty, leaders can create a culture that encourages exploration, creativity, and adaptability. - Rigidity & need for 100% information before acting. In ambiguous situations, rigid plans can quickly become obsolete. Leaders should embrace strategic flexibility by adapting and adjusting strategies as new information emerges. It also means striking a wise balance between thinking and forward action. The “ready, fire, aim” approach works well if paired with continuous reassessment of goals, reevaluating assumptions, and seeking feedback. **New infographics every week** #manageambiguity #stressmanagement #litvakexecutivesolutions