Last weekend, I was reorganizing my kitchen. This is an ongoing effort because there are appliances in my house which the original designer never foresaw when the kitchen was designed. Like the Keurig coffee machine, which doesn’t quite fit under the cabinet. Or the major duty blender which makes smoothies but is shaped differently than the one we used to have. There are also a few items in my kitchen that are a bit of a mystery to me, like the ice sphere mold my son bought me and the remote grill thermometer my brother sent last Christmas. In other words, my kitchen has gotten somewhat complex.
Some things are complicated. Others are complex. For example, airplanes are complicated. But air traffic control is complex. The more complex something is, the more information it takes even just to describe it. To manage complexity effectively, we have to account for things beyond our understanding. Complexity tends to yield what many call “wicked problems”- those predicaments that cannot be definitively resolved and attempts to fix them often generate more trouble. Wicked problems emerge when we have uncertain data, multiple value conflicts, economic constraints, ambiguity, resistance to change, limited time, no central authority, or no clear answer.
Business consultant Greg Satell says that instead of assuming we can find all the right answers to complex problems, we should strive to become less wrong over time. That means shifting from finding solutions to improving our problem-solving abilities. We have to think through problems to figure out whether we’re even applying the right type of solution. We think of it as trying to be “directionally correct.”
The truth is there are few problems left which have easy and simple solutions. To break down complexity, we need to stay focused on our priorities. We have to keep our principles in mind. We have to ensure that people understand their roles and purpose, because it’s easier to innovate when you know where the boundaries are, and we have to be comfortable with the ongoing experimentation. We may have to partner with others who have expertise we don’t have. We may have to operate in fiscal situations we did not foresee and evaluate opportunities that are uncertain. We have to be ready to take responsibility for that which we cannot control. We can solve some problems. We can strive daily to become less wrong. See you there.
— Cathann
https://www.inc.com/author/greg-satell