How do we respond to ambiguity?
Let’s imagine a meeting in a large company. At the top of the agenda: a new competitor is working on a solution with completely new technology. It is about to be ready for the market. The need for action is obvious, but the situation is confusing. It is not clear to anyone involved what the world will look like in 2-3 years. Is the technology really ready for the market, are the new solutions so attractive that there is demand, can our company master the new technology? Which strategy promises future success? Should we invest in the new technology or should we make our technology even more sophisticated, efficient and economical? Entire industries and even economic areas are currently in this situation. And it is not just technologies that are at stake, but also business models and lifestyles.
Ambiguity is everywhere. If it is not clear how the situation will develop, if previous experience is no longer helpful, if there are various equally valid solutions but their outcome is uncertain, then this is an ambiguous situation.
How do you react to this, how does your team react? Tackle it or ignore it?
People react differently to new challenges:
Person 1
“Why do we have to do something about it?
The new technology will definitely not prevail. We have mastered our proven technology, but the new one is too risky. We should continue to focus on our development plan. After that, we may be able to turn our attention to new topics.”
Person 2
“Let’s not rush into anything. We should first be clear about what this means for us. We can hire consultants to look at different aspects of the technology and develop a recommendation for us.
Person 3
“Times are changing and we need to be prepared! We should set up a team to develop ideas in a workshop. This way we can ensure that we have a common understanding and know what to do next.”
Person 4
” Wouldn’t it be great if we used this as an opportunity to think about our strategy?
If we open ourselves up to the idea, there may be more potential in it than we previously realized. If we see this as an opportunity, we can set up various experiments and learn from them quickly.”
What thought patterns are behind these different reactions?
We see four different preferences for dealing with ambiguity.
Type 1: Avoid ambiguity
Some people avoid ambiguity and feel safe when they continue to focus on what is familiar and “business as usual.”
They ignore ambiguity, consciously or unconsciously, for example by…
- deny
- keep busy and distract yourself
- get lost in details
They prefer “the way it has always been done” with clear rules and hierarchies.
Type 2: Tolerating ambiguity
Some people tolerate ambiguity by trying to control it.
They are aware of the ambiguity but focus on reducing it, for example by…
- collect more information
- take control measures
- minimize risks
They prefer to do “the right thing” with as little risk as possible.
Type 3: Accepting ambiguity
Some people accept ambiguity and understand that you have to work within it and not around it.
They explore ambiguity, but act rather reactively, for example by…
- adapt to change
- exploring consequences
- strive for common understanding
They prefer to explore new solutions and work on them together.
Type 4: Seeking ambiguity
Some people seek ambiguity because they know they can create new worlds through it.
They enjoy ambiguity as an opportunity to learn and develop new possibilities, for example through…
- taking risks
- shifting boundaries
- Mastering Complexity
They create effective change and move things forward in a pragmatic way.
They are #AmbiguityActivists.
How do we use ambiguity?
Ambiguity describes the field of tension in which problems are tricky, solutions are unclear and developments and information are contradictory. Not everyone feels comfortable in this field of tension. And not everyone has to.
However, innovation is only possible in ambiguity. Nobody creates something new without courage and risk.
For us, ambiguity is the uncertainty of possibilities. This uncertainty is scope for creativity. And we show you how to navigate it and use it – with CoCreACT® .