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Managing Ambiguity


It would seem true that having a natural tolerance of ambiguity is a ‘good thing’ since ambiguity is increasingly a feature of everyday working life so to be inherently relaxed about it makes things easier. We should not, however, confuse it with 'laissez faire' where anything goes. If an innate ambiguity tolerance leads to complacency and a disinclination to take action then it is perhaps not quite such a good thing.

Whilst I think that ambiguity tolerance is something you have or do not have I also think that it is something that as an individual you have to self manage. If you have it do not assume others have it and do not let it translate into inaction, if you do not, do not let this paralyse you in ambiguous situations. I also believe that ambiguity is something that all managers need to deal with on a personal level and that in addition, they need to help their people deal with it as well.

There are probably two extremes when it comes to dealing with ambiguity. The first is to put effort into eradicating it; the second is to put effort into tolerating it.

Clearly I have a personal prejudice when it comes to recommending the better approach but I do think that in this area, as with many others, effort and attention to the ‘prevention’ is a better approach than ‘cure’. Thus more can be achieved in an organization which embraces the necessary and unavoidable ambiguity of current business and ensures effectiveness regardless of this (prevention), rather than the relentless search for a level of clarity that will probably turn out to be false.

Having said all this, unnecessary ambiguity is unhelpful and acceptance of this will prevent an organization and its people from delivery of the business strategy. People and organizations (which are, of course, simply a conglomeration of people with a bit of technology, processes and hardware) are only effective when they know where they are heading and what has to be done. And in order to avoid taking the wrong turn inadvertently this needs to be done on both a short and long term basis.

The role of the manager or leader is to focus on those identifying the tangible things that will lead to business success (which may change from time to time) and to mobilize their people in their pursuit. They also have a role to play in terms of managing the unavoidable ambiguity – communicating clearly about what is known and whilst being honest that not everything is known, building confidence that it can and will be managed, once it becomes known.

Published by: Lisette on 16/03/2009 - Add a comment

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