Are you a person who likes to have all the details and prefers a situation to be black and white without a gray area? Faced with a new situation, do you need to have all the complicated details? Does the change make you feel stressed or anxious? If so, here are some ways to better manage ambiguity. – Entrepreneurial behaviour is likely to be observed in an environment of high uncertainty and low ambiguity (HU-LA) (clear scope and parameter) where requirements revolve around risk analysis and problem solving. In this context, “patterns of more regular interactions are beginning to emerge as contacts and events are combined into coherent flows and better articulated routines.” (Hurst, 1995, p. 114). It is in line with innovation projects and activities. In the area of low uncertainty and low ambiguity, internal requirements are generated to maintain or improve the capabilities of the operational areas of the company. These requirements create ambiguities and are assessed on the basis of the company`s objectives and the current portfolio of measures. Other requests are triggered by external sources and usually mediated by account managers, research and development or sales and marketing. Change is the only certainty in today`s world and the pace of change continues to rise. We all know that change is not easy. With each passing day, we have to face increasing ambiguity.
Ambiguity creates complexity and means that decision-making is difficult. Ambiguity creates uncertainty and stress. However, to succeed in business today, you need to be good at dealing with ambiguities. To what extent are you coping with it? Similarly, what is appropriate behavior in some cultures can be very offensive in others. For example, in some cultures, direct eye contact can be a way to show active listening and deep respect. In others, it can be intimidating. Complex environments create ambiguity that refers to things that are open or have multiple possible meanings or interpretations. Ambiguity is based on the relationship between expectations (undefined requirements) and defined requirements, which requires clarification, high interdependence, or conflicting goals that require clarification and negotiation. The reduction of ambiguity is directly related to the ability to make decisions. In a complex environment, a request for additional information that would lead to a better understanding of the problem in a simple environment could lead to additional complexity by making the problem confusing and ambiguous (Weick, 1979). Therefore, methods typically used to reduce uncertainty, such as work breakdown structure, planning, and risk analysis, cannot be used to reduce ambiguity.
Organizations are not a coherent environment; In fact, different parts of the organization may have different uncertainties and ambiguities at different times. Different combinations of uncertainty and ambiguity require different management behaviors and decision-making approaches or even organizational structures. However, many managers do not distinguish between uncertainty and ambiguity and often exhibit the wrong behavior at the wrong time. For example, the use of rational decision-making tools when no information is available, or an impulsive decision when they have had enough time to analyze the situation. By definition, someone who is able to deal with ambiguity can effectively manage change, change conveniently, decide and act without seeing the big picture, and deal with risks and uncertainties. Those with a strong ability to handle ambiguity are often described as adaptable, flexible, and familiar with uncertainty. [i] Figure 1. Uncertainty relationship with the enterprise metrics portfolio On the other hand, ambiguity is associated with complexity, the more choices there are, the greater the ambiguity. In a process of change, ambiguity is cyclical; It will decrease every time decisions are made, and it will increase again as new problems arise and decisions have to be made to solve them. Project managers are ill-equipped to deal with ambiguities, as they are traditionally asked to make rational decisions and focus on performance. Ambiguity requires intuitive decision-making and an emphasis on learning (creating meaning).
Here are my 10 tips for dealing with ambiguities for today`s leaders. When you read them, consider how well you are doing against them. One of the main causes of the growing ambiguity is the increasing diversity of today`s workforce. Among different cultures and personalities, the same word or phrase can have very different meanings. For example, what was previously considered “bad” could now be interpreted as “very cool.” So what was once a criticism could be a compliment today. The example of the ambiguity of roles in the workplace versus management is an important example of the solution. At the employee level, rewarding performance and adding a layer of job security can quickly overcome the problem by fostering loyalty. Providing a purpose and reason to do a great job on behalf of the company creates unity and, overall, a better business. When you are in the fog of ambiguity, a leader must make decisions with less information.
For this reason, it is very useful to get feedback from a variety of key stakeholders, each of whom has a different view of the situation, to succeed in VUCA. The expansion of project management practices, coupled with the additional turbulence and complexity of the current business environment, requires better integration of projects, programs and portfolios within the organization and synergies between them to create value. Increasingly, however, the business world is no longer like that. Business is becoming more and more complex today. For example; Matrix organizations often blur the boundaries of responsibility and leadership. There are many internal complexities in business life and there are many more external complications. Today, we are dealing with a growing number of multi-channel clients, each with their own priorities and responsibilities. Even the relationships you have with your competitors are not cut and dried. There are companies that you compete with in one market but work with in another. And every point mentioned here could change tomorrow with little warning and be replaced by a new challenge.
If we combine the three models presented in Exhibits 4 to 6 and apply them to a project-based organization, we could say that low uncertainty (LU – slow rate of change) is typical of ongoing processes, while high uncertainty (HU) is typical of change processes such as projects and programs. .