Doc V Moyo

Best practice was yesterday. Best thinking is in demand today and tomorrow

Unknown.

You as a leader and manager are responsible for the lion’s share of the decisions about the parameters that define how your organization can operate.

The increase in volatility, uncertainty, complexity, and ambiguity means that you and your business must seek new orientation.

It takes a fresh approach to management and leadership to guarantee positive results under changed circumstances. You will need to understand the psycho-logic and develop empathic behavior – in short, to be more concerned with humans and their needs. Meaning and purpose take a central role in business activities.

People determine the success of every company.

The willingness to engage in genuine cooperation and take on clear responsibilities is a basic prerequisite for innovation. This requires freedom, creativity, speed, flexibility and a corporate culture that connects people with the organization. This connection becomes more significant and can be brought into the focus of leadership even more decisively.

In a company, the most important thing is to anticipate the future and to strengthen cooperation in companies with modern solutions.
Decisions and connections are success factors for shaping the common cause. The aim is to channel the energy used in any case into meaningful channels so that it can lead to value-adding approaches and measures.

Paint a picture of the future you want.

Paint a picture of the future you want together; as a company and for orientation; in order to confer meaning and spark motivation – and to forge internal and external identity and effectiveness.

Six problem-solving mindsets for very uncertain times

1. Be ever-curious

2. Tolerate ambiguity—and stay humble!

3. Take a dragonfly-eye view

Dragonfly-eye perception is common to great problem solvers. Dragonflies have large, compound eyes, with thousands of lenses and photoreceptors sensitive to different wavelengths of light.

Although we don’t know exactly how their insect brains process all this visual information, by analogy they see multiple perspectives not available to humans.

The idea of a dragonfly eye taking in 360 degrees of perception is an attribute of “super forecasters”
— people, often without domain expertise, who are the best at forecasting events.

4. Pursue occurrent behavior

• Occurrent behavior is what actually happens in a time and place, not what was potential or predicted behavior.
• Complex problem solvers don’t give up their secrets easily.
  
• But that shouldn’t deter problem solvers from exploring whether evidence on the facets of a solution can be observed, or running experiments to test hypotheses.
  
• You can think of this approach as creating data rather than just looking for what has been collected already.
  
• It’s critical for new market entry—or new market creation.
  
• It also comes in handy should you find that crunching old data is leading to stale solutions.

5. Tap into collective intelligence and the wisdom of the crowd

In an ever-changing world where conditions can evolve unpredictably, crowd-sourcing invites the smartest people in the world to work with you.
Good crowd-sourcing takes time to set up, can be expensive, and may signal to your competitors what you are up to.

6. Show and tell to drive action

Show and tell is how you connect your audience with the problem and then use combinations of logic and persuasion to get action.
The show-and-tell mindset aims to bring decision makers into a problem-solving domain you have created. The mindsets of great problem solvers are just as important as the methods they employ. A mindset that encourages curiosity, embraces imperfection, rewards a dragonfly-eye view of the problem, creates new data from experiments and collective intelligence, and drives action through compelling show-and-tell storytelling creates radical new possibilities under high levels of unpredictability.

The mindsets of great problem solvers are just as important as the methods they employ.
A mindset that encourages

• curiosity,
• embraces imperfection,
• rewards a dragonfly-eye view of the problem,
• creates new data from experiments and
• collective intelligence,
  
• and drives action through compelling show-and-tell

Storytelling creates radical new possibilities under high levels of unpredictability.

CONCLUSION

Humans tend to be apprehensive about some outright fear… uncertainty. However, uncertainty is a catalyst for expanding your leadership skills and broaden your business thinking and change your trend in decision making.

Our employees have changed and decision-making is now more complex, unpredictable and ambiguous than ever before

VUCA

… encapsulate new operating conditions, volatility, uncertainty, complexity and ambiguity

Accepting this different reality gives you change, you can stretch into high potential.