Since Phil Hodgson and Executive Development Group partner Randy White published Relax, It’s Only Uncertainty in 2001, we have seen not only validation among the executives we work with, but also greater interest in the challenges of ambiguity in business.
At this week’s SIOP Annual Conference in Atlanta, Sandy Shullman and Randy were encouraged and delighted by the collaborative responses to the two half-day presentations. There appear to be some emerging perspectives on the subject as it relates to the practical applications of learning professionals. People in the field see a need to measure tolerance for ambiguity and the uncertainty that it brings in their quests for potential leaders in their organizations.
It became apparent to us that this “aptitude for ambiguity” is indeed a trait sought by learning organizations like yours and a trait that can be developed.
As with most of our work, our study of ambiguity is a process that is informed and advanced by the questions learning executives bring. Presently, we are further developing our 360 assessment Ambiguity Architect®, so these kinds of mini-focus groups are invaluable. If your firm is interested in learning more about our work on ambiguity, please contact us via e-mail.
Drs. Randall P White and Sandra L Shullman are featured authors in the April issue of CLO Magazine. Writing on Ambiguity Leadership, Randy and Sandy advance the idea that an aptitude for ambiguity and the ability to be comfortable amidst uncertainty are traits that can be measured and developed. Also, they assert that research suggests that they are traits of high-performers. From the article:
Research done by the Executive Development Group suggests that the ability to positively manage uncertainty may be an essential trait of effective leaders, often found in those considered high potentials. Evidence shows it can be measured and learned.
Based on interviews with numerous C-level executives around the world, Elizabeth Mellon, executive director of Duke Corporate Education, said mindset — more than personality and behavior — forms an observable pattern among some of the most successful leaders and that a fearless approach to uncertainty is required.
“C-suite executives reveal a high degree of being comfortable with discomfort,” Mellon said. “They accommodate ambiguity and the uncertainty it brings. They are confident in making decisions that move their organizations into uncharted territory because they know this ensures long-term prosperity. They have ‘solid cores’ that allow them to navigate the unknown and accept not knowing everything. And they tend to have a longer view because they see time as a continuum in which uncertainty will come and go as they progress. Being uncertain doesn’t stifle them.”
We have been studying the affects that ambiguity has on leaders for two decades. The uncertainty that we all feel in ambiguous situations appears to be both a challenge and an opportunity. The ability to fearlessly grapple with ambiguity might be a trait that competitive businesses should seek.
The first of the eight “enablers” sought through our 360 assessment “Ambiguity Architect®” is described as “motivated by mysteries.” While the purpose of Ambiguity Architect is to determine a person’s ability to navigate uncertain situations, we find that many of the contributing traits of high rated participants to be those that are desired by scientists, research and development, inventors and entrepreneurs. If the business environment continues to grow in complexity and scale, and we have many reasons to believe that it will, are these roles that grapple with the unknown not increasingly important to leaders across many industries?
Our data suggests high performers can thrive in uncertain situations in which the ambiguity is not a choice nor desirable. We can only speculate much beyond this, but it is compelling to ask: can leaders learn to seek out uncertainty and ambiguity as a business strategy? Does skill at “being uncertain” become a positive motivator for creative solutions by lessening the severity of judgment for “dumb questions.” If we are operating in uncharted waters who is to say we’re on the wrong course? Perhaps there is a new mode or style of leadership that pursues uncertain situations because of these factors.
If ever there were an opportunity to learn something about leadership it’s 4Q 2008. And if you’re diligent and inquisitive you can earn an MA degree…Master of Ambiguity.[What is your capacity to deal with ambiguity?]
On the brink of the current financial crisis, United States Senator and presidential candidate John McCain offered a now famously Babbit-like bromide, “I think, still, the fundamentals of our economy are strong.”
But in fairness to McCain’s boosterism, nobody else really had a clue what was happening back in September, nor could anyone foresee the results.
But if a visionary leader had based her organization’s direction on a “fundamentally strong” economy, she might regret it today.
It’s time to look for “ambiguity leadership.” The visionary leader says to followers, “Let’s work together on how to make my vision happen.” The ambiguity leader says “Let’s work together on how we can learn what the vision should be.”
Identifying productive areas of uncertainty and confusion and leading the organization into those areas to gain competitive or other kinds of advantage.
Five years later in Relax, It’s Only Uncertainty: Lead the Way When the Way is Changing we illuminated the fact that in a situation of high uncertainty—like now—your view and approach are as relevant as anyone else’s. You’re winging it, but also you might be defining the marketplace for all competitors until the next “collapse of certainty.”
You can screw up, royally, too.
So one of the best hedges against ruin is to build a learning organization that can respond quickly to mistakes, so progressive thinking and implementation can propel you into the lead.
And if somebody says they’re certain about anything right now, get their best stock tip and do the opposite.
Since Phil Hodgson and Executive Development Group partner Randy White published Relax, It’s Only Uncertainty in 2001, we have seen not only validation among the executives we work with, but also greater interest in the challenges of ambiguity in business.
delighted by the collaborative responses to the two half-day presentations. There appear to be some emerging perspectives on the subject as it relates to the practical applications of learning professionals. People in the field see a need to measure tolerance for ambiguity and the uncertainty that it brings in their quests for potential leaders in their organizations.
organizations like yours and a trait that can be developed.
