How to deal with ambiguity
Let's start with what exactly is ambiguity. The dictionary defines ambiguity as the quality of being open to more than one interpretation; inexactness.
- Ambiguity is characterized by a significant doubt about cause and effect relationships.
- It is impossible to diagnose from a singular perspective.
- It’s second- and third-order effects are capable of making an organization completely ineffective.
Two symptoms are frequently associated with ambiguity:
- The inability to accurately conceptualize threats and opportunities before they become lethal,
- Increasing frustration that compartmentalized accomplishments don’t add up to comprehensive and enduring success.
Why can something be ambiguous to someone. The environment is unfamiliar or outside of your expertise. It can also be because there is lack of clarity about the meaning of an event.
What you can do:
If you are the one that is often causing ambiguity:
- Be Understandable.
- Ensure there is clarity in purpose, direction, responsibilities, and expected outcomes will empower others. Do not dismiss questions from your team like “What are we doing?” and “What is our goal?”.
If you are on the receiving end of ambiguity:
- Listen well. There is a difference between listening and waiting to speak.
- Think divergently.
- Openness to new ideas is a leadership characteristic highly correlated with effectiveness. This means seeing past your own ideas.
- Setup incremental dividends.
- When the way ahead is not clear, it is reassuring to have tangible proof that we are moving I the right direction.
- Make a cultural shift towards experimentation.
By learning how to deal with ambiguity you will be able to effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; you'll get less upset when things are up in the air; can comfortably handle risk and uncertainty.
