Dealing with Ambiguity

Last week , I ventured into discussing VUCA, a topic I have explored in many different missives. VUCA represents the nature of our world, which is Volatile, Uncertain, Complex, and Ambiguous.

I discussed this with a client who was concerned that their teams were uncomfortable acting in a world of uncertainty.

Interestingly, as I have been thinking about this over the past few days, I have considered the interrelationship of uncertainty and ambiguity. They are, in fact, two sides of the same coin. As I researched for this week's missive, I found that ambiguity's roots come from the Latin for doubtful or wandering. ?The doubt relates directly to uncertainty, and wandering is the nature of fluidity.

Uncertainty is rooted in a concern for a lack of facts. In effect, uncertainty comes from a situation where we lack the truth. It is not surprising that there is uncertainty in today's world. For me, I find it hard to find truth anywhere anymore. I cannot rely on media or social media because there always seems to be a spin.

It struck me that uncertainty drives us into ambiguity. The issue that my client was struggling with for their team was not their issue with uncertainty but with ambiguity.

In our work with Effective Intelligence, where we have profiled thousands of managers' thinking styles, we find that there is a style that often initially struggles with the lack of truth, and a style of thinking that initially embraces ambiguity. The orientation to facts relies on experience and revels in reality, which is naturally at odds with the ideas of multiple possibilities. Whereas the mindset that embraces ambiguity is all about possibilities, what might be, and the world of alternates.

What we know, however, is that people can change their thinking and think differently about things. In fact, we encourage and help people to think differently rather than feeling trapped in only one way to approach life.

In the face of uncertainty, how do you embrace ambiguity? For those challenged by this uncertain world, consider:

• How can I value ambiguity and see it as a reality?
• Do I really need to have the truth here?
• How else might this be real?
• What other angles can this be seen from?
• How else might someone see this?

These relieve the stress, discomfort and pressure from facing ambiguity.

I am not advocating for ambiguity, but it is our reality. There is no point in being an ostrich and burying our heads in the sand, nor is there value in stewing about it.

Many who struggle with incertitude will need help embracing the enigmatic nature of our world. Helping them reframe and see that there are multiple possibilities out there is important. It is part of the golden rule of leadership—"know your people and promote their welfare." It requires empathy to recognize the feelings involved, and it requires patience and listening.

So, if you struggle with or know someone who struggles with the challenges of our VUCA world, perhaps consider this approach.