Bewilderment U: How Embracing Uncertainty Can Teach College Boards What They Don’t Know and Help Chart New Paths of Discovery and Creativity

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In a world obsessed with certainty and control, it may seem counterintuitive to suggest that not knowing is not only acceptable, but also a critical asset. And yet, ancient wisdom from thinkers like the Sufi mystic Rumi reminds us that there is profound value in uncertainty. "Sell your cleverness and buy bewilderment," Rumi advises, encouraging us to shed our need for absolute answers and instead embrace the mysteries that surround us.

For university governing boards, the pressure to be decisive, knowledgeable, and in control can be overwhelming. Faced with fluctuating enrollments, evolving academic landscapes, technological disruptions, and financial unpredictability, the temptation is often to cling to known solutions or familiar structures. Yet, in these rapidly shifting times, certainty can be a trap. Just as Rumi suggests, it is in bewilderment—in the willingness to admit what we don’t know—that true discovery, creativity, and deeper institutional understanding can flourish.

The Case for Uncertainty in Governance

Governance, especially in higher education, has traditionally been associated with stability and stewardship. Boards are expected to make sound decisions, maintain fiduciary responsibility, and ensure their institutions thrive. However, the modern university operates in a landscape that is anything but stable. In such an environment, governance must move beyond traditional frameworks and embrace the creative potential of uncertainty.

As Einstein said, "The most beautiful thing we can experience is the mysterious." It is time for university governing boards to tap into this beauty and adopt uncertainty as a deliberate strategy—not as a weakness, but as a strength.

How Can University Boards Embrace Uncertainty?

• Adopt a Generative Governance Mindset Boards are often entrenched in fiduciary responsibilities and operational oversight. While these are important, generative governance—a focus on inquiry, creativity, and vision—offers a pathway to embrace uncertainty. This approach allows boards to ask open-ended, exploratory questions:
• Encourage an "Experimental University" Approach Embracing uncertainty means viewing the institution as a space for experimentation and learning. Just as Rumi encourages "bewilderment," universities should not fear trying new models, testing ideas, and embracing failure as a form of discovery.
• Reframe Challenges as Opportunities for Discovery In times of financial difficulty or enrollment decline, boards often react by cutting costs or taking defensive measures. Instead, reframing these challenges as opportunities for exploration opens the door to creative solutions.
• Embrace Humility and Listen to Diverse Perspectives Rumi also said, "Silence is the language of God, all else is poor translation." For boards, embracing uncertainty means listening to voices that might otherwise be drowned out in a rush to decision-making. Be open to diverse perspectives from across the institution—faculty, students, staff, and community stakeholders. Often, the wisdom needed to navigate uncertainty lies within the broader community, not just within the boardroom.

The Benefits of Embracing Uncertainty

By embracing uncertainty, governing boards can unlock several key benefits:

• Creativity and Innovation: Uncertainty invites creative solutions that would not emerge in a more rigid environment. Boards that embrace ambiguity are more likely to encourage innovation and discover new pathways for their institutions.
• Resilience: Institutions that operate with the knowledge that the future is unpredictable can become more resilient. They are better positioned to pivot, adapt, and thrive in the face of change.
• Deeper Understanding: When boards allow themselves to sit in a state of not-knowing, they open the door to more profound insights about the institution, its mission, and its future direction. This process can reveal hidden challenges and opportunities that might otherwise go unnoticed.

Conclusion: Welcoming the Unknown

In a world that values certainty, it can be difficult for leaders—especially those tasked with overseeing complex institutions like universities—to accept the power of uncertainty. And yet, as Rumi and other great thinkers have taught us, embracing bewilderment is not a sign of weakness, but rather the first step toward true understanding.

University boards that dare to step into the unknown, that ask new questions and welcome diverse ideas, will find themselves not only more attuned to the complexities of their institutions, but better prepared to lead them into a future that is itself uncertain. Just as Rumi advises, selling cleverness in favor of bewilderment can open the door to discovery, creativity, and a deeper engagement with the profound mysteries of higher education.

Additional Readings:

1. "The Fifth Discipline: The Art & Practice of The Learning Organization" by Peter Senge Senge's work offers insight into how organizations can embrace learning and adaptability, which are essential for boards navigating the uncertainties of the higher education landscape.
2. "Reframing Academic Leadership" by Lee G. Bolman and Joan V. Gallos This book provides practical tools for leaders in higher education to navigate ambiguity and complexity while fostering creative problem-solving.
3. "Antifragile: Things That Gain from Disorder" by Nassim Nicholas Taleb Taleb explores how uncertainty and chaos can actually benefit organizations, making them stronger. His insights on antifragility are particularly relevant to universities seeking resilience in uncertain times.
4. "The Art of Possibility: Transforming Professional and Personal Life" by Rosamund Stone Zander and Benjamin Zander This book encourages readers to shift their perspective, seeing challenges as opportunities for growth and innovation—a mindset that is essential for governing boards.
5. "The Three Modes of Governance: Fiduciary, Strategic, and Generative" by Richard P. Chait, William P. Ryan, and Barbara E. Taylor A detailed exploration of how boards can adopt generative governance, which promotes creative thinking and deeper inquiry in times of uncertainty.

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Robert (Skip) Myers, Ph.D., advises and counsels college and university governing boards and their presidents seeking to optimize and align their joint leadership performance.

Follow him at Robert (Skip) Myers, Ph.D.