At a crucial moment in World War 2, Winston Churchill is said to have consulted with two of his key advisors on how to proceed in the face of Nazi Germany’s terrifyingly-effective military advances. One proposed (my paraphrase), “We need to become more organised than the Nazis if we are to defeat them.” The other pushed back in response: “No, the key to victory lays in our unique ability to improvise and, thereby, to take the Nazis by surprise. Organisation is the enemy of improvisation.”
What a dilemma. It’s like Myers Briggs J meets P in stark confrontation. The challenge here was how to face a serious existential threat posed by a highly organised enemy and not only to survive it but also to win: whether to out-organise the organised or to out-wit the organised by doing what they least expect. Yet, in that moment, two people looked at the same data-information, made sense of what they saw in different ways, drew different conclusions and proposed very different solutions.
I see parallels in some of the opportunities and challenges that leaders, OD, coaches and trainers face today. In volatile, uncertain, complex, ambiguous (VUCA) and stressful situations, how often are our observations and decisions - and those of our clients - based subconsciously on (and thereby constrained by) implicit psychological-cultural assumptions and preferences, e.g. for certainty-structure vs fluidity-agility, rather than necessarily on what the situation itself calls for per se?
Take, for instance, restructuring and re-engineering projects to solve issues where different types of conversations and relationships could have been less costly and more effective; or formal change management programmes that adhere to strict policies and procedures whereas innovative change leadership could have achieved far better outcomes. This begs important questions: What lies beneath different analyses and ideas for solutions? How can we work with clients to raise them into awareness?
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