New Types of Problems Need a New Type of Leadership

For the most part it appears as though a new era of leadership is upon us. In fact, one could say the era began quite some time ago. When it comes to problem-solving, more traditional and familiar styles of leadership- those that view the management of people, tasks, and tools more simplistically with a mathematical linear approach- are edging toward redundancy. Leadership styles have been changing since we were approaching the end of the industrial revolution.

Subsequently, we are now well entrenched in the knowledge-driven and information era-a time that is characterised by technological developments and innovation. Advancements in information and telecommunication started in the mid-20th century and shows no signs of ceasing. Some have gone so far as to term this the fourth industrial revolution, which would represent a fusion of physical, biological, and digital factors. These rapid advances and changes in the economic and social environments question the efficacy of leadership and traditional management and styles that was very successful and efficient for the previous era. But are they still effective for today? Have they become a little too reductive or comfortable in selecting an approach for leading the workplace through a level of disorder, complexity and often chaos not seen and experienced before?

New types of problems

For clarity, linear problems or complicated problems are those that can be represented, diagnosed, and picked apart to understand.- a 'solve for x' type thinking. For example, understanding why a car ceases to function, why a cake failed to rise in the oven, or why a copy machine is no longer printing documents. From there, the problem can be simplified into the numerous parts, examined for errors, and systematically solved. Successful managers evidence great proficiency in rapidly diagnosing and fixing these variables in a multitude of problems. In many cases they preempt the problems before they start!

Its not always a piece of cake

The great shift required for management and leadership arises when the problem-solving approach is no longer linear because the problems keep changing along with the elements involved. A mindset or approach of ‘if x is the problem then apply y’ is therefore, no longer applicable because the possible variables or combinations for x and y are numerous, and in many cases, one variable remains unknown.

This just moved a problem from being complicated to complex.

Consider the example of baking a cake as a complicated problem: removing, or altering just one ingredient or portion of an ingredient, or changing the baking instructions, will influence the outcome of a delicious chocolate cake. With some troubleshooting, the many possible combinations of the recipe alterations can be figured out from a long list of possibilities. A relative workplace example of a complicated problem may be implementing a new HR or IT protocol, many individual parts are considered. People who will create knowledge, costs, time and participants are considered. Yet, they can be identified and considered for their roles and potential problems.

Enter complexity (keeping it simple)

Now, consider a complex problem. Complex problems will have many known and unknown participants-they can be individuals (and their behaviours), tools, and services-and a combination of all three. Complex problems are born out of complex systems, this means they are interconnected in a network. They also communicate, interact, depend on and are influenced by the behaviours of others. Therefore, there is uncertainty and anticipated, incomplete information and many unknowns-almost like a domino effect of unknown information, unknown participants, unknown consequences, etc.

The problem can therefore not be reduced to a smaller part in order to be solved. There likely wouldn't be enough letters in the alphabet for all the variables involved! Which part can be reduced and simplified? Which person or parts is in or should be left out, or isolated as the potential problem? Which part of the system or individual is assumed to be unaffected?

If anything, the whole system must be considered as it communicates, interacts and influences other parts of the system. It is tricky!

It is indeed an entirely different way of thinking about, approaching, and leading organisations through problem solving.

Here are some examples of complex systems which give rise to complex problems. Biological examples include the immune system and the neural network of the brain. Large socially-networked complex systems include the stock exchange, the education, and the healthcare systems.

Complex problems

Some common challenges that leaders and managers face today, arising from complex systems, are team building, employee engagement and motivation initiatives, implementing organisational change and talent management strategies.

Pausing at employee engagement and team motivation initiatives- this is a complex challenge because it consists of numerous individuals or employees working together- each with their own ideas, wants, needs, values, culture, communication styles, and concerns. The list can continue.

They are highly connected and influencing each other. While at the same time they are influenced by the organisation and leadership. There is also uncertainty and unknown factors at play between the employees, the leadership and within the organisation concerning feedback, goals, wellbeing, skills, and many other external factors, which may give rise to different performance behaviours. It is starting to look like a massive and tiring Venn Diagram!

It is clear that addressing complex problems requires a unique approach

This is complexity. It is messy and unclear and yes, stressful.

It is easy to see how the network of people and the problems arising in complex organisations require a novel leadership and management approach. What worked years ago to drive performance and employee well-being has changed. Too many internal and external factors are at play. Consequently, new leadership styles are required that can continuously balance the tension of solving challenges and adapting to new ways of functioning.

The model of ‘if x then y’ has fallen dismally short in the critical analysis department for the type of challenges leaders are facing today.

Notwithstanding, the need for a brave leadership style has been evidenced by the increasing nature of multifaceted problems organisations are facing. This is equally matched by the wellbeing needs of the workforce. This modern, complex, and even novel leadership style is cognisant of the need for organisational agility, collaboration, workforce wellbeing, and the complexity of organisational structures. Reassessing the linear approach to problem-solving is standing leaders and organisations in good stead to emerge as robust, agile and dynamic.