In the previous blog, I started to unpick the Einstein quote which many people seem to be agreeing with, namely ...
... and covered the two types of problems many organisations face in today's world and what elements make for a wicked problem. In this blog, I wish to continue to unpick the above quote and focus more on the 'thinking' or 'mindset' which can assist in moving towards a solution to a wicked problem.
For many years people have effectively run productive organisations in a healthy economic climate. A few years back, that climate drastically changed with a significant financial downturn. At the same time and with much gusto, technology continues to flourish and is transforming the way in which we communicate and learn. With this in mind, our problem-solving abilities require us to be creative within limited budgets in which technological solutions can create real lifelines, however it is a myth to believe in a 'Field of Dreams' notion which says 'Build it and they will come!'. The chances are they won't!
There are a number of cultural and neurological reasons for this which I won't go into at this stage, but it emphasises the need for different thinking patterns to solve highly complex human and systemic problems.
Because of the non-linear and often chaotic representation in which wicked problems present themselves, leaders usually pick one of two options (based on their neurological brain pathways). They prioritise other less pressing linear problems over the wicked problem, resorting to purely tweaking existing solutions, or they deal with the wicked problem using a Project Management approach to implement a one-size-fits-all linear solution which allows them to control and monitor every aspect of the process, usually with tokenistic engagement leading to poor compliance and ownership. Either way, the lack of resolve of the wicked problem will turn the organisation into a Wild River with even more bottlenecks and highly reactive practices.
Understanding thinking or mindset
So if most of us are driven by our neurology in our decision-making, what gives some of us the ability to think differently? Below are some thinking styles you may have heard off with a little bit of clarification. Please note some thinking theories overlap as most find their origin in neurology and human psychology.
1. System Thinking Leadership
Much discussion continues to take place about the difference between leadership and management. In a hierarchical organisation, management mainly has a downward function in supporting staff teams with being organised and reaching their fullest potential. Leadership, on the other hand, tends to be a bottom-up function or at the very least a sideways peer-to-peer function, responsible for influencing upwards, helping to remove systemic bottlenecks. I say 'tend to' as this is not always the case. In organisations with a Blame Culture, leaders and managers mainly manage downward.
System Thinking leadership, as the name suggests, helps to analyse and resolve systemic failures, while trusting implementation teams to do their best to work around systemic bottlenecks as efficiently and creatively as possible in the here and now. System thinking requires leaders to take an interest, not only in the internal bigger picture, but more relevantly the external bigger picture as this knowledge will be extremely valuable in ensuring the health of the organisation in the current climate.
I have seen many System Thinking models and theories which can be really helpful in resolving wicked problems, however System Thinking is not a process, it is an intuitive thinking pattern or mindset and can never be fully explained through a model. Some would argued that System Thinking is a predominant right-brain function. I would argue that System Thinking is a mindset which uses both sides of the brain, as System Thinkers are great at analysing problems and spotting patterns and trends which are functions more commonly found in the left-brain hemisphere.
2. Behavioural Analysts & Social Scientists
Behavioural Analysis and Social Sciences, such as neuroscience and psychology, are key ingredients to solving wicked problems. Why? Because organisations are a human collective, and as such driven by a collection of relationships and interactions. Understanding human psychology and behavioural patterns on an individual level can really assist in understanding organisational behaviours and group dynamics.
But this is not about qualifications! Walking through an organisation, it is very easy to spot the 'natural' Social Scientist as they can often be found observing people and interactions from the sidelines, but also tend to be braver in acting outside/beyond of the constraints placed on them by the organisation. They are likely to be the organisational bees who connect people and ideas, acting like cross-pollinators and in the process build bridges and break down silo thinking.
Related blog:
3. Emotional Intelligence
Emotional Intelligence often refers to understanding your own and the emotions of others. Emotional Intelligence in some ways is an extension of self awareness, and includes an awareness about your personal impact on the world around you. We all act with positive intend when making a decision, however - depending on your role within an organisation - this can have a significant impact on others, both positively or negatively. Yes, positive intend can translate into negative outcomes when working with others! Human psychology is what makes organisations such highly complex systems.
4. Resilience & Counter-Intuitive Thinking
In complex human systems such as organisations, culture and working practices can have a significant impact of a person's stress levels and resilience. As mentioned earlier, when wicked problems are avoided or solely existing solutions are tweaked, the organisation and its workload will become more and more volatile and demanding, resulting in teams feeling reactive and suffering from 'doing more with less'.
It takes an understanding of the brain and how it affects people's decision-making to really understand your intuitive reactions versus counter-intuitive actions which help to restore your personal resilience. Counter-intuitiveness can be taught, but - like learning to drive a car - takes daily practice to fine-tune and re-wire your brain.
Regardless of which mindset you feel suits your style, what each of them has in common is that at any point our resilience and with it our mindset can be affected by the circumstances in which we find ourselves. As such, Future Catalyst offers much needed and non-judgemental coaching so that you can continue to be resourceful and make great decisions at times of high pressure.
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