Why leaders need to master polarities in an increasingly complex world

In today’s business landscape, leaders at all levels are grappling with an ever-increasing level of complexity. Big organisations, operating in an increasingly volatile, uncertain, complex, and ambiguous (VUCA) world, are inherently complex systems.

This is particularly true for sectors with heavy regulations, government interactions, or extensive cross-functional collaboration, like the pharmaceutical industry. Traditional management tools and approaches, once reliable for solving well-defined problems, can increasingly feel like blunt instruments in a world of shifting rules and hidden variables. So what’s the answer?

The difference between complicated and complex problems (and why it matters)

A fundamental skill for leading in this environment is understanding the distinction between complicated and complex problems. Complicated problems are those with definitive solutions. They can be broken down into steps, addressed with expertise, and solved using established processes. In a complicated system, repeating the same actions under the same conditions will consistently produce the same outcome. Think of fixing a car engine. This is an intricate job requiring expertise, but follow the instructions and you can likely fix it.

Complex problems, on the other hand, have no single ‘end solution’. They can only be managed on an ongoing basis, potentially being made better or worse through interventions. The key differentiator is that in complex systems, the same starting conditions can lead to vastly different outcomes. This unpredictability often stems from the interaction of multiple elements (particularly human beings), within the system. Applying a formula that worked yesterday might not work today. While complicated challenges require experts and processes, complex challenges demand diverse teams and continuous adaptation.

Leaders who fail to grasp this distinction often apply linear, expertise-based solutions to non-linear, complex problems. This can lead to failed initiatives, wasted resources, and frustrated teams. It's like trying to follow a manual to understand the dynamic mood swings of a toddler or the unpredictable impact of tariffs on a global supply chain. No manual in the world can account for the unpredictability.

The value for leaders in understanding this difference is profound: it frees them from the futile search for a single ‘right answer’ that simply doesn't exist in complex environments. Instead, it allows them to focus on taking action and navigating within the complexity.

Navigating polarities

One of the critical elements of complexity that leaders must learn to navigate is the concept of polarities. Polarities are not problems to be solved, but rather two interdependent states or tensions that require ongoing management. They are not opposites in the traditional sense, but two necessary elements that exist simultaneously. For example, at different times and in different situations, a leader needs to give both direction and autonomy for their team. These aren't ‘either/or’ choices, but ‘both/and’ realities.

Think about all the other polarities you have to negotiate as a leader (or as a business). There likely exists tensions between risk and security; saving and spending; psychological safety and complete transparency; structure and flexibility; delivery and sales. These tensions are inherent features of complex systems.

The challenge for leaders is that they often get stuck seeing these as problems to solve or feel compelled to pick one side over the other. This is often a ‘preferred pole.’ For example, a manager with a strong preference for direction might provide so much oversight that their team feels micromanaged and frustrated, hindering success. On the other hand, a manager who over-indexes on autonomy might leave their team feeling lost and lacking guidance.

Seeking a single ‘right’ position on a polarity is a trap. The more a leader tries to be right about one pole, the more they risk the negative consequences or overuses associated with neglecting the other pole. Trying to eliminate one side of a polarity is impossible. Both are needed.

Leading effectively in complexity requires understanding and engaging in the dance between these interdependent poles. It means consciously navigating the tension, seeking to leverage the benefits of both sides while avoiding the pitfalls of overemphasising one. This awareness includes a leader recognising their own preferred pole and deliberately bringing attention and energy to the less preferred one.

What navigating polarities unlocks for leaders

The value for leaders in being able to recognise and navigate polarities is significant. It removes the need to embark on an exhausting and fruitless quest for a singular perfect solution. Instead, leaders can focus on the continuous process of taking action, sensing the system's response, and adjusting their approach to manage the inherent tensions.

Mastering complexity involves understanding that not all challenges are problems to be solved. Polarities are fundamental to complex systems, representing interdependent tensions that require ongoing management. Leaders who can recognise polarities, understand the dynamics of the dance, and consciously navigate between the poles will be far better equipped to deliver transformational results in a complex and unpredictable world.

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