Leading in Ambiguity? Observe the Physicist: Seek Out New Perspectives!

Do you lead in the middle of an organization where ambiguity is the norm? Is your leader not communicating well? Are decisions made one day and changed the next—without warning? Or perhaps the organizational culture is not clearly defined or is continually changing with the next new book or fad that comes along. Don't get tunnel vision; consider multiple perspectives.

This post is the second in a three-part series of posts that discuss Simple habits for Complex Times: Powerful Practices for Leaders, by Jennifer Gravers Berger and Keith Johnston.

The three habits are:

Ask different questions.
Take multiple perspectives.
Learn to see systems and observe how they function.

Today we look at the importance of considering multiple perspectives. What can a middle leader learn from the famous physicists Richard Feynman? The importance of a creative and unique perspective!

When you find yourself leading in an ambiguous setting, be creative! See what others see, but see it differently and then act differently.

The world's great artists, engineers, scientists, and creatives see what others see, and yet see it differently. They have a unique perspective.

One example is the famous scientist Richard Feynman. In this captivating video, Feynman offers a unique perspective on the familiar ritual of brushing your teeth.

He begins by asking a question. "What is the evidence that brushing of teeth does us any good with cavities" (0:17) Is it merely a ritual? He argues, if tooth brushing is only a ritual, it must be important, because so many people practice it.

Here's his unique perspective. Feynman begins with the orbiting earth!

"As the earth turns on the orbit, there's an edge between light and dark. And along that edge, all the people along that edge [are] doing the same ritual…for no good reason? And you try to picture this perpetual line of toothbrushes going around the earth. It's to take the world from another point of view!" (0:28)

He goes on to say, "I'm not trying to argue that it's good or bad to brush teeth. What I'm trying to argue for is to think about a thing from a new point of view." (1:09)

Feynman has a unique way of making complicated subjects fun, but he also has a unique way of looking at the world. He seeks out new perspectives.

Now, to our topic at hand. Berger, (Simple Habits) gives us perspective. She states:

"Humans are naturally inclined to believe we have all the data we need and also to seek to align all the data to fit our main story. These tendencies…shelter us from new ideas and ways of seeing things⁠."

Seeking out multiple perspectives means seeking out fresh input that will help you formulate new ways of solving challenging problems.

Allow me to offer a bit new perspective on everyday situations that middle leaders face.

Your leader does not communicate well.

I remember a mentor advising me: "if you're going to lead, then lead!" That means you don't wait for people to come to you, you go to them.

A new perspective: Don't wait for your boss to communicate; take the initiative. Be creative! YOU find ways to engage with the boss and keep the channels of communication open. Because the boss doesn't communicate is no reason for you not to communicate. Ask questions, seek advice, open the channels of communication yourself. You're a leader too!

The rules are always changing

This is a tough one.

A colleague once told me that he hated the thought of the next big leadership book hitting the shelf. He knew that when the book hit the shelf, the rules in his organization would, once again, change!

A new perspective may be to try to find out what books the boss is reading. Asking the boss what she is reading is an excellent way to show both interest and initiative. And, it gives you a heads up on what might be coming. There's a saying, "for-warned is forearmed."

The roles are not clear. I don't know what's expected of me.

When our roles are not clear to us, we can quickly run into walls, and closed doors that we didn't even know existed. The result is we get our hand slapped simply by trying to do our job.

When this happens, you can default to, keeping your head down, doing as little as possible, staying under the radar,

A different perspective might be to look at this as a moment where YOU can help define YOUR role in the organization.

You already have an indication where you can't go. You've had your hand slapped! But where can you go? What can you do? How can you lead? You won't know unless you ask, and when you ask, you will have a suggested strategy in hand. Do your research, rely on your experience, take your time, be careful, and set up a meeting with the boss.

You might start by saying something like: "The success of this organization is important to me. I want to be the very best of the best. I've had some challenges, but I'm learning and growing. Moving forward, can we talk about how you see my role in the bigger picture? And then take it from there.

When you get to your role, that's where you might discuss intelligently and calmly your specific day-to-day challenges and how you would like to change and develop. Be smart. Don't get angry. Ambrose Bearce once said, "When angry; you will make the best speech you will ever regret."

Be creative! Seek out new data! Then approach the ambiguity with the clarity of a new perspective. Not only will you grow, but your leadership will as well.

I’d be in your perspective and experiences on these three common issues. Feel free to leave a comment below.