It's Not Complicated (But it is Complex)!

Life is not complicated, but it is complex. Understanding the difference can be liberating. On the other hand, failing to recognize the difference can lead to significant difficulty. Not the least of which is the ability to solve problems. Most of the problems we encounter in our day-to-day lives are complex and not complicated. Successful problem-solving means accurately diagnosing if you are facing a complex or complicated problem. Most of the time we use strategies designed for solving complicated problems in complex situations. When that happens frustration is inevitable.

Differences between complexity and complication are not semantics.

Complicated problems occur when there is some degree of certainty about the nature of the problem and at least a moderate level of agreement over what needs to be done. The work of fixing complicated problems rests in sorting out the details and prioritizing action steps. Fortunately, complicated problems are usually redundant and is why policies and procedures were written. Many complicated problems can be solved by deploying a policy or procedure. Managers tend to be excellent at this type of work.

Complex problems are where there is very little certainty about the nature of the problem and very little agreement on what should be done to solve the problem. In her 2020 book, The Creativity Leap, author Natalie Nixon, distinguishes complicated from complex by stating that complicated systems have detectable patterns. Complicated problems tend to have an obvious start point. In other words, you can identify where the problem began and it’s entry point. Complex problems, on the other hand are less obvious and is no clear entry point. She goes on to say that if you are the type who needs control then complex problems are likely to be deeply frustrating, and I would add likely to misdiagnose it as complicated. Complex problems are solved by innovation and creative team leaders tend to be excellent at this type of work.

Complicated problems can be solved by making things simple. Complex problems cannot be solved by simplicity. Many of us assume the issues at hand are complicated so we try to solve them with simplicity. A decision tree, trial and error, means-end analysis are common interventions. Complex problems cannot be solved using interventions for complicated problems. Complication responds to routine and precedent, complexity responds to innovation and creativity. The mindset used to approach one is not the same for the other and often as leaders we get stuck in the void between the appropriate mindsets. To illustrate the proper mindset let’s consider two popular children’s toys, Play-doh and Legos.

Imagine that each person in your organization is a different color Lego brick. Each of these Lego bricks interact with each other day-to-day. Snapping together and unsnapping all day long. Each color remains unchanged and independent even when they are snapped together. If there is ever a problem with one of Lego bricks, you simply remove that Lego brick and add a new Lego brick. Complicated problems are like Legos. Good managers know how to build with Legos.

Now imagine that each person in your organization is a different color of Play-Doh. Every time these Play-Doh balls interact with each other they get mixed together. They cannot simply unsnap and disengage like a Lego brick. By the end of the day all the different Play-Doh colors have created a unique and interesting swirl of colors and if they have interacted enough and have been thoroughly mixed, have created a new color altogether. It is impossible for color from the mixed Play-Doh to return to its original color. Complex problems are like Play-Doh. Good leaders know how to play with Play-Doh.

Too many of us are trying to solve Play-Doh problems with Lego thinking. It simply doesn’t work. We must discern when the problems we are facing are complicated and require Lego interventions versus when they are complex and require Play-Doh thinking. While not every problem is complex, I think we dramatically underestimate how many of them are and unfortunately end up incorrectly diagnosing the type of problem being solved. Misdiagnosing complexity can lead to fatal errors in the administration of the correct solution. Give Play-Doh thinking a try and see how it changes the way you approach a problem.

Matthew Kutz, Ph.D., is a Clinical Professor at Florida International University in the Doctor of Athletic Training program and a leadership coach/consultant at www.matthewkutz.com