Navigating Organizational Dilemmas

The world of work is changing— new ways of working, dynamic ownership cultures are gaining traction, while DEI, hierarchies and transparency are being challenged in higher offices. With every new approach comes tensions, trade-offs, and a tsunami of questions. And within that context, we also face a number of organizational dilemmas to navigate between conflicting values and priorities. I’ve been sitting with these dilemmas for a good number of years and it’s been fun navigating them with creativity and intention.

The objective of this post is not to offer a solution, rather to bring to light some facets, food for thought, and maybe some spark some questions to dig deeper.

Dilemma #1: Leadership and Stewardship

In today’s world, leadership is no longer just about making decisions and driving results—it’s about nurturing the people in your care, and creating a platform where they could be the best version of themselves, so they can bring their greatest contributions to your organisation. But here’s the catch: How do you balance between enabling or serving your people? Are you focused on outcomes at all costs, or do you see your role as stewarding both your team’s growth and development and the organization’s future??Do you have time for that development?

ASK YOURSELF: How can you lead with empathy while achieving results? When do you step up as a servant leader? Reflect on moments when you’ve enabled others—what did that look like?

There’s no easy definition that captures this balance, but it’s essential to have the awareness how you show up as a leader. Leadership without stewardship risks burnout; stewardship without direction risks stagnation.?

Finally, as you move between the space of leadership and stewardship, pay attention to where you naturally instincts lead you and where you would like to develop. This awareness will help you navigate this dilemma with more grace and integrity.

Dilemma #2: Autonomy and Alignment

How much alignment do you really need to succeed, and when does autonomy become excessive? At what point does strategic direction feel more like a constraint, potentially stifling innovation?

Alignment is crucial, especially during transitions to new strategies or business models. However, too much alignment risks micromanagement and can suffocate creativity. Conversely, too little alignment can create chaos, akin to a team of headless chickens.

In an insightful piece by Andreas Seckler, How to Gain Autonomy at Work (without asking for it), he introduced the concept of The Autonomy Cycle, emphasizing that autonomy is earned through ownership and building credibility. This perspective is powerful—if autonomy originates from ownership and trust fuels credibility, how much of your vision are you willing to delegate to those you trust?

Consider your own experience: what does finding that sweet spot between autonomy and alignment mean for you? How can you balance guiding your team while allowing them the freedom to innovate and drive their own initiatives? Reflecting on this can help you cultivate an environment where both alignment and autonomy coexist harmoniously.

Dilemma #3: Transparency and Ownership?

Navigating the fine line between sharing everything and protecting what’s essential for accountability can be tricky. I've particularly experienced this tension during transitions from traditional to agile working models, or from rolling out new dynamic operating models that demand a behaviour and paradigm shift.? In these cases, the sheer level of transparency can be both invigorating and overwhelming, sometimes hindering decision-making.

Transparency builds trust, collaboration, and alignment, while ownership promotes responsibility, clarity, and decisive action. However, leaning too heavily on either can lead to unintended consequences.

Here are some key questions I ask myself when facing this dilemma:

• Does sharing this information drive action, or does it create unnecessary burdens?
• Am I withholding information because it’s genuinely necessary, or is it a matter of wanting to maintain control?
• What degree of transparency encourages accountability instead of diffusing it?
• If you are on the receiving end, what level of transparency and ownership would you have the capacity to handle? How do you create boundaries and make that explicit?

Finding the right balance that fosters the engagement and creativity from the right levels of transparency and ownership is like a dance. Knowing which moves and rhythm will enable a culture of accountability to thrive requires sensitivity and awareness; a skill that a good organizational change catalyst should possess.

I’m curious which of these questions lead you into that place for yourself.

Dilemma #4: Power Dynamics and Equity

Power dynamics can often dictate how decisions are made and who gets a seat at the table (or nowadays, who is in the room). Those in positions of authority (not always about hierarchy and job titles) may unintentionally perpetuate systems that favor certain groups over others, leading to inequality. On the other hand, striving for equity involves recognizing and addressing these disparities, ensuring that everyone has a voice and access to opportunities.

Consider this scenario: you’re leading a diverse team where certain individuals tend to dominate discussions due to their positional power or confidence, while others may feel marginalized or voiceless. A simple case could also be that there is an important decision-making meeting and a group of people in a conference room and two others are dialled in remotely. As the meeting progresses, the discussion and reaction seems to be dominated by people in the room, without airtime left for the people in the call. The dilemma arises—how do you leverage your authority to create an inclusive environment without further entrenching (power or behavioral) imbalances?

Key questions to reflect on when faced with this dilemma :

• (Especially in hybrid situations) How can I include the voices and thoughts of people who are not in the room, intentionally?
• How can I acknowledge and address existing power dynamics in a way that promotes equity and inclusion?
• Am I actively creating spaces where all voices can be heard (introverts, extroverts alike) or do I unconsciously favor those who are already empowered?

Balancing power dynamics with a commitment to equity is essential in building a collaborative and inclusive culture. By explicitly designing experiences where you can cultivate an environment that values every individual’s contribution, this will ultimately propel the organization towards greater success, with innovation and cohesion.