As a leader, are you living in a tactical house while the wicked problems of your organization live elsewhere?

As a leader, it is imperative to ensure that you are not living in a tactical house while the wicked problems of your organization persist elsewhere. In the fast-paced and ever-changing business landscape, it is easy to get caught up in day-to-day operations and lose sight of the larger, more complex challenges that may be lurking just beyond your immediate scope.

Wicked problems, a term coined by social planner Horst Rittel, refer to complex, dynamic issues that are often difficult to define and have no easy solution. These problems are characterized by their interconnections, uncertainty, and the diverse perspectives of those involved. Examples of wicked problems in organizations include adapting to new technology, managing rapid growth, fostering innovation, and navigating complex regulatory environments.

Living in a tactical house means focusing primarily on short-term, tactical goals and neglecting the bigger strategic challenges that require long-term thinking and innovative approaches. It is like rearranging the furniture in one room while the foundation of the house is crumbling.

So, how can you, as a leader, ensure that you are not falling into the tactical house trap? Here are a few key strategies to consider:

1. Develop a strategic mindset: Take a step back from day-to-day operations and cultivate a strategic mindset. This involves thinking critically about the broader challenges and opportunities facing your organization, identifying patterns and trends, and envisioning a future direction.

2. Embrace complexity: Wicked problems are inherently complex, and it is crucial to embrace this complexity rather than shy away from it. Engage in systems thinking, which involves understanding the interconnections and interdependencies within your organization and its external environment. This will enable you to better comprehend the root causes of wicked problems and identify potential leverage points for change.

3. Foster a culture of innovation: Wicked problems often require innovative solutions. Encourage a culture of experimentation, creativity, and risk-taking within your organization. Create platforms for collaboration and idea-sharing, and empower your employees to think outside the box. By fostering an environment that values and rewards innovation, you can better address wicked problems head-on.

4. Seek diverse perspectives: Wicked problems demand diverse perspectives and expertise. Surround yourself with a diverse team that brings different skills, backgrounds, and experiences to the table. Encourage open dialogue and active listening, and be receptive to new ideas and viewpoints. Embracing diversity will enhance problem-solving capabilities and lead to more effective solutions.

5. Develop a learning organization: In an environment characterized by wicked problems, continuous learning is essential. Encourage a culture of learning and growth within your organization, where mistakes are viewed as opportunities for improvement rather than failures. Invest in professional development programs, encourage cross-functional collaboration, and create spaces for reflection and knowledge-sharing.

By implementing these strategies, you can ensure that you are not living in a tactical house while wicked problems persist elsewhere in your organization. As a leader, it is your responsibility to confront these challenges head-on, foster innovation and collaboration, and develop a strategic approach that addresses the root causes of wicked problems. Only then can you truly build a resilient and successful organization in today's complex business landscape.

Courageous leaders get it done.

Todd Simmons is the Founder of Courageous Leadership Alliance?INC. and 25 year Air Force veteran.??

Driven by the mission to serve, Courageous Leadership Alliance was founded in 2019, and has been a leading force dedicated to building courageous leaders.??

www.courageouslead.com