You highlight a risk – and instead of clarity, you get several different directions.
And then it becomes about „who is right?“ and „who is wrong?“.
๐๐ก๐ฒ ๐๐จ ๐ฐ๐ ๐จ๐๐ญ๐๐ง ๐ญ๐ซ๐๐๐ญ ๐๐จ๐ฆ๐ฉ๐ฅ๐๐ฑ ๐ฉ๐ซ๐จ๐๐ฅ๐๐ฆ๐ฌ ๐ฅ๐ข๐ค๐ ๐๐จ๐ฆ๐ฉ๐ฅ๐ข๐๐๐ญ๐๐ ๐จ๐ง๐๐ฌ?
In a complicated situation, cause-and-effect relationships are linear.
Think of a machine:
If you want more output, you increase speed.
There is a right answer.
It may take time, data, and expertise – but eventually you can find it.
In a complex situation, that changes.
Think of an apple tree:
If you want more apples, you cannot pull the leaves.
Different interconnected factors influence the outcome:
sunlight, water, soil, temperature, insects, timing…
There is no single right answer.
In business, it is the same:
Different stakeholders have different needs.
And everything is connected.
That is where many organisations struggle.
๐๐ก๐ ๐ซ๐๐ฌ๐ฎ๐ฅ๐ญ?
โ We apply analysis where collective sense-making would be needed
โ We look for certainty where there is none
โ We expect one person to โown the answerโ
โ And we become frustrated when alignment takes time
If these questions resonate with you, please feel free to drop me a DM or explore the HELIBLICK Leadership Program starting in September via the โVisit my websiteโ button.
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