Organizational problems fall into two categories: complicated and complex. Confusing the two can be a costly misuse of time and energy.
Complicated problems have moving parts, but they are predictable. Rebuilding a fabrication workflow or setting up a financial model takes thoughtfulness, structure, and logical thinking. You can analyze a complicated problem and fix it with a solid plan.
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Complex problems are different. Navigating shifting markets, team dynamics, or client trust involves too many variables to predict. If you try to solve a complex problem with a rigid plan, it breaks when it hits reality.
You cannot think your way through a complexity challenge. Our time is better spent getting exceptionally good at sensing and responding.
Growing through complexity requires:
Shorter feedback loops: Frequently and objectively looking at data and inviting feedback.
Clear boundaries: Giving your team the freedom to make real-time calls.
Flexibility: Expecting new information and reacting to it quickly.
Where in your business are you trying to plan for something that actually demands better responsiveness?
