Kind and Wicked

In your world you may notice two types of environments and scenarios.

Sometimes the path in front of us is clear and other times it is foggy and concealed in ambiguity.? The best know how to succeed and make the right decision in both contexts.?

Psychologist Robin Hogarth distinguished between "kind" and "wicked" learning environments, and grasping this difference can be a game-changer in how we approach decision making.

Imagine two scenarios: In the first, the rules are clear, feedback is immediate, and the conditions are consistent.? This is what Hogarth referred to as a "kind" learning environment. Here, repetition and experience lead to predictable improvements, through stable, straightforward feedback mechanisms in a system that is repeatable.? You will recognise parts of your world that sound like this!

Like a game of chess: In chess, the rules are fixed, and the feedback is immediate and clear. Each move leads to a predictable outcome and we learn from mistakes and success. By studying openings, tactics, and endgames, players can improve consistently through practice and analysis.? A ‘kind’ and contained learning environment where past experience can help you decide on your future.

A wicked environment is like managing a startup or coaching elite sport.? Success requires a high tolerance for ambiguity, continuous learning, and quick strategic shifts.? In these settings, reliance on past experiences without adaptation can lead to critical misjudgments and setbacks. A ‘wicked’ (or unkind) learning environment is more reliant on real-time information in the present rather than past experience to decide on your future!?

Performance Leadership is about thriving in both kind and wicked environments. They recognise when to rely on past practices and when to respond to current cues. ? They are masters at dancing between the two.

There was a renowned physician who could diagnose typhoid fever by feeling a patient's tongue! This method outperformed others at the time. However, as medical science advanced, his technique became outdated. He refused to adapt, continuing his old practice, and was eventually seen as a typhoid spreader due to missed diagnoses! His reliance on an outdated practice from the past led to failure.?

How many outdated practices are still in your world? They may have served you in the past but are no longer fit for purpose.

Championship-capable leadership is knowing your past as accurately as your present and knowing what your environment is calling for.

Ask yourself: What does your environment require of you right now?

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5000 hours summary paper: principles and habits of sustained high performance

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Breakthrough: keys to unlocking sustained high performance

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Go well,

Richard