The Complex Leader

Here’s a thought!

How can you promote intelligent conversations about complex issues?

Nothing is straight forward, things are complicated and complex. The ‘old’ linear thinking of cause and effect leads to frustration as the people want answers from their leader and the answers they get just don’t seem to cover it. For complex issues there isn’t a simple answer – think: global warming, the current recession, gaining a sustained edge over the competition or even getting people behind the latest initiative. These are ‘wicked’ problems that do not have a solution and can only be moved forward or progressed in the hope that they become ‘tame’ and solvable in the future.

For me there is something about a leader who can swim in all this complexity, make some sense of it  and point the way forward and have the people willing or even excited to follow. I think it’s partly about the leader’s presence and gravitas though also something to do with an ability to promote intelligent conversations about complex issues. What’s an intelligent conversation? Probably easier to list out some of what it is not: finger pointing, blaming, opinion swapping back and forth, commanding and controlling, justifying and protecting the status quo, adopting or rejecting the first simple solution, denying the current reality, debating like in the House of Commons or having a casual chat that is not going anywhere.

The late David Bohm, a leading quantum theorist, identified three basic conditions for effective dialogue:

• All participants must suspend their assumptions
• All participants must regard one another as colleagues (equals)
• There must be a facilitator who holds the context of the dialogue

Bohm doubted whether these conditions could be met in organisations because of the hierarchy: “Can those in hierarchy ‘level’ with those in subordinate positions?” though I have seen examples recently where the leader has really stepped back, given it a chance and for great effect.

 

So how can you promote an intelligent conversation about a complex issue?

My suggestion would be to:

1. Acknowledge the complexity and accept that you are not going to solve it in a 2 hour meeting, rather look to find a way forward.
2. Set up the conversation mindful of Bohm’s three conditions
3. Slow the pace down, allow plenty of time for the conversation and let the way forward emerge

 

If you would like a copy of our book – 21^st Century People Leadership please send your details to tracey@dsabuilding.co.uk and we will send to you by post, FOC.

Our next issue of ‘The Leader’ will be with you on Tuesday 2^nd July 2013.