Starting in the Middle
Very often leaders find themselves in the kind of situations that have been described as “wicked problems” or “messes” or, increasingly, “complex”. Very often when they do they focus on identifying and defining the problem that needs to be solved and articulating a future state that needs to be achieved. There is a sense, though, in which, these are often two sides of the same coin, so one of the difficulties that arises is that the problem definition effectively constrains the possible solutions.
One of the things I have learned to do over the years is to always remind myself, especially early in a situation or process, that I am starting in the middle and that I and that I will only ever be one part of what’s going on.
For me this means several things in particular:
- Recognising that whatever is going on has a history (I’m inclined to say here multiple histories depending on whose perspective you are looking from). I therefore know I need to go back “upstream” to get a sense of how this situation is emerging.
- Understanding that the patterns that hold the situation as it is and those that, at the same time, are the source of disruption, are already happening. I therefore know I need to actively seek to look at things from multiple perspectives and to find ways to present them so they can be catalysts for opening up different possibilities.
- Knowing that the people involved will already have a sense of what the situation is “calling for”, based on their particular interpretation of what is happening. I know therefore that this is an important clue about where to go and what to do next.
- Being very aware that as soon as I or anyone seeks to understand further or to change anything in the mix of what’s already going on, they will be “intervening” and the dynamics of the situation will change in some way. I know therefore that I need to be very aware of my footprint and impact on the situation and to seek ways of being reflexive about my involvement.
I have learned above all else that defining the problem too early, before you have a good sense of the situation, puts real limitations on what can be achieved. This understanding can only really be gained through the eyes of those intimately involved in it and is better done descriptively rather than analytically.
If you want to learn to swim jump into the water. On dry land no frame of mind is ever going to help you.”