Humanity’s Hidden Superpower: Collaborating with Uncertainty

The surprise vote in favour of Brexit unleashed uncertainty about the future course of the European Union, the United Kingdom, Scotland, and Ireland. Brexit illustrates how we often react when we are faced with the unknown. The British Pound plummeted to its lowest level since 1985. Lloyds Bank and Virgin Group axed deals worth £9 billion pounds and 3,000 jobs respectively. The safe haven of gold spiked 22 per cent. Brexit created shock waves around the globe. In India, Kiran Mazumdar-Shaw, Chief Managing Director of Biocon, said:

It has opened up a Pandora’s box of grave uncertainties. Will Euro [sic] remain intact or will we see others exit? What will be the impact on the Euro itself? Will it devalue and to what extent?… India cannot be in denial that it will be immune to such a result and that there is likely to be mayhem for several weeks before things stabilise.

There is a curious paradox at play here. As a species, humans crave certainty — yet our greatest superpower is our ability to navigate uncertainty.

Why do we seek certainty?

Psychologists theorize that the resolution of uncertainty is one of the primary motives for our behaviour. If we think of the brain as a prediction machine, a significant percentage of the brain’s processing power is devoted to recognizing and eliminating uncertainty. It motivates us to read the news, exchange gossip, and constantly generate and test predictions about the world around us.

How do you respond to uncertainty?

Imagine your boss announcing a company reorganization without saying what the new structure will be, or if it will involve job cuts. Your instinct to “fight-or-flight” kicks in. If you’re really confident, you might openly challenge your boss. More likely, when you get back to your desk you will renew your search for other job opportunities.

Although this primal instinct may be powerful, it may also lead to irrational and erratic decisions. We tend to react to the feeling of uncertainty, rather than the specifics of the situation we are in. What if instead of opposing or running from uncertainty, you choose to collaborate with it?

Collaborating with Uncertainty

In the 1940s, the American fighter pilot John Boyd, was known for his standing bet that he could beat any opponent in air combat within 40 seconds — because of how he managed uncertainty.

Boyd showed us that as a fighter pilot, he could gain a huge advantage not by having the perfect plan in advance, but by remaining oriented in a constantly changing situation. By making rapid decisions and taking actions based on continuous observation of the unfolding situation, Boyd could maintain his orientation while making his opponent increasingly frustrated — which in turn, created opportunities for him to strike. For Boyd, uncertainty was a source of novelty and creativity in our thinking and in our world.

Using “SCOPE” to Discover Opportunities

Changing how we respond to uncertainty empowers us to explore new growth opportunities. To help, we’ve created a series of simple series of steps to follow in uncertain situations:

SCOPE provides a way to see the opportunity in uncertainty.

SCOPE provides a way to see the opportunity in uncertainty.

SymptomsNoticing that we are responding negatively to uncertainty allows us to choose to do something differently. When uncertainty causes you to feel threatened, ask yourself if you are afraid of something that could really, physically hurt you, or if you are just feeling uncertain.

CausesThe initial explanation you tell yourself about why you are feeling uncertain is unlikely to be the best explanation. You need to dig deeper to surface some of the root drivers.

OptionsGenerate lots of options for how you could respond to the situation. Go wild! It’s much easier to scale a crazy idea down to something you could work with, than to scale a timid idea up into something really innovative.

Probes: Scale down your most promising options into bite-size experiments that will generate talk-back from the situation.

EvaluationListen carefully to how the situation responds to your probes. Pay particular attention to surprises. If one of your probes generates a positive outcome, find ways to grow its success.

Case Study: The Western Canadian Rail Crisis

In the fall of 2013, farmers in Western Canada harvested a huge crop — almost 40% higher than normal. This was followed by a brutal winter, where temperatures plunged below -30° Celcius. Due to the extreme weather, rail capacity to ship out the crop was almost halved.

By the end of the year, what should have been a hugely profitable year for farmers into a $1.5 billion lost opportunity, as 60 million tonnes of goods sat trapped in bins across the prairies. Farmers, companies, and politicians all started pointing fingers at one another.

In early 2014, the Government of Alberta was unsure how to respond to the situation. Was this a freak occurrence, or were there deeper issues with the rail transportation system? Traditionally, they would have assigned the responsibility to a single ministry — the Ministry of Transportation in this case — and hold them accountable for solving it. Because of the complexity of the issue, the government decided to do something different. They asked their new innovation unit, Alberta CoLab, to lead a cross-ministry response, which followed the SCOPE steps.

From Symptoms to Causes. Participants across four ministries were brought together to work on the issue. They started to develop a shared understanding of the current situation, and why it was happening. Next, they identified and circled those areas where the government had influence and where positive change was possible (see figure below).

Surfacing deeper drivers of the Western Canadian rail crisis.

Surfacing deeper drivers of the Western Canadian rail crisis.

Options Development. Having collaboratively diagnosed the situation, the group then brainstormed hundreds of ideas on how to respond. Selection criteria were developed and the best ideas were organized along a timeline based on their point of impact.

Probes and Evaluation. An innovative and temporary organizational structure was created to learn and act quickly on and in the situation. The Rail Transportation Task Team convened members from across four ministries and ran for six months. The team performed rapid cycles of work and reported weekly to four Deputy Ministers. Evaluation occurred with each iteration of the probes developed by the team. At the end of the six months, the team transferred the work back into the Ministry of Transportation.

The SCOPE steps helped the team to lean into the uncertainty of the project and accelerate cross-ministry collaboration, rather than getting stuck in analysis paralysis.

Conclusion

Uncertainty lives in an uncomfortable space that we often try to avoid. It’s never going to go away, and our default “fight-or-flight” responses are rarely the best options.

By learning how to collaborate with uncertainty, we can take a different approach and mindset to unlock an entirely new sets of opportunities that we wouldn’t otherwise see.

Written in collaboration with Alex Ryan, originally published on The Overlap

Have you ever heard a Millennial say, “Listen to my great idea”?

We all know this: Millennials now make up the single largest portion of today’s North American labor force.

What many of us don’t know, is that 68% of organizations  report serious difficulty in managing Millennials. On the other hand, 72% of Millennials say that their managers aren’t getting the most out of their skills.

Take this scenario, for example:

A senior-level manager at a company gives instructions to her team. These instructions haven’t changed much in the last 10 years. A new recruit feels confident that there’s a faster and better way to do the task. Should the new recruit suggest the alternative, or is that inappropriate?

Bob (the 20-something ambitious new recruit): I don’t understand why Susan won’t listen to my great idea. I feel like she doesn’t value my insights. After all, I do have fresh eyes.

Susan (the respected senior manager): Bob’s just a kid. I wish he spent more time understanding this company. Then, he’d know why his idea simply just wouldn’t work.

To be able to answer the question above, we need to first recognize the generational differences that influence our expectations, values, ideas, and behaviors at work:

Preferences in.. (Boomers vs. Millennials)

  • Work Style: Get it done, whatever it takes vs. work to deadlines, not to schedules.
  • Leadership: Respect for power and accomplishment vs. values autonomy.
  • Communication: Somewhat formal and through networks vs. casual and direct, eager to please.
  • Recognition: Public acknowledgement and career advancement vs. individual praise and exposure, opportunity for broadening skill set.
  • Loyalty: To the meaning and importance of work vs. to the people involved
  • Technology: Necessary for progress vs. what else is there?

To avoid negative impact on both day-to-day operations and the bottom-line, executive leaders must provide training and support to better manage today’s generational gaps.

Far too often, the biggest challenge is getting Boomers and Millennials to see past their biases and learn how to better work together towards a common goal.

To help teams address this, we’re sharing our key four principles around effective ways to manage and navigate this. In addition, we’ve provided an example of what that would look like, given the scenario noted above.

Always find common ground.

Utilize alignment from shared values to help guide conversations.

  • At the core, Bob and Susan both want better ways of doing things. However, in order to propose something “new”, they recognize that a solid understanding of “current” is necessary.

  • Therefore, the common challenge between the two of them is, “How might we better equip employees with the knowledge and understanding they need in order to suggest new ideas?” 


Everyone wants to be treated with respect.

Acknowledge that it might sound and look different, based on different perspectives and experiences.

  • Susan appreciates Bob’s enthusiasm and eagerness to contribute comes from his desire for impact.
     
  • Bob appreciates Susan’s ability to command structure and process comes from her desire to get things done.


Avoid stereotype-driven remarks.

Don’t judge capabilities based on differences in work styles, or use words like “dinosaur” and “kid”.

  • Susan and Bob both acknowledge that sometimes, they fall prey to stereotypes. Instead, they will re-direct this energy into learning about each other’s experiences and perspectives — they’re all valid data points.


Be willing to experiment.

Be willing to flex your natural preferences as long as the focus remains on what matters: productivity, teamwork, and customer relationships.

  • Bob and Susan will work together to find structured time to experiment, so that Susan may be satisfied from a planning standpoint, and Bob may be satisfied from an innovation standpoint.

By working and collaborating across generations, we can uncover valuable insights into the past while helping everyone envision an evolved future.

Just think — wouldn’t it be great if this were the type of scenario instead?

Susan (the respected senior manager): I love that Bob is full of ideas. However, they’re not well flushed out, because he lacks a deep understanding of our company’s ops strategy and process. How might we get him up to speed? In the meantime, I need to make sure I’m communicating the fact that I really appreciate his contributions.

Bob (the 20-something ambitious new recruit): I acknowledge that there’s a lot that I don’t know yet. How might we help new employees like myself understand why things work the way that they do? I also need to spend more time framing conversations, so that my team members may easily understand my ideas.

Finally, it’s important to acknowledge that there is no such thing as a “Millennial problem”. Since the beginning of time, people have always complained about younger generations. Each generation brings it’s own set of values, needs, and expectations. We also know that when these are not met, as humans, we fundamentally feel unfulfilled. And this will happen again, with Gen Z, and Gen Alpha, etc. (Hey, we got back to “A”!)


At the end of the day, when differing ideas and opinions are valued, employees of different generations learn from each other and work together to achieve common goals.

Through generational harmony, we may build an evolved level of understanding and trust, while fostering both productivity and innovation within teams.

Innovation: You're Doing It Wrong

Hackathons and innovation labs have quickly made their way from Silicon Valley into corporate boardrooms, championed by business leaders who realize that they must “innovate or stagnate”. Millions have been invested into initiatives with the intent of creating new technologies, increasing profits, and attracting top talent. Although hackathons and labs are encouraging signs, too often innovation strategy stops here.

Throughout the years, we’ve witnessed hundreds of forward thinking ideas pitched and demo'd in showrooms, but despite the fanfare, the majority never make it to market. 

Wait, but why?

Corporate politics, constraints of legacy infrastructure, risk-averse culture, and bureaucracy are only some of the barriers to implementation. Without entrepreneurial values in a company's DNA, innovation initiatives will foster more resentment than optimism. 

As serial entrepreneurs and design strategists, we’ve been asked to bring our "vision to market" capabilities to numerous organizations. Over several years working with more than 70 clients, we've found that 3 ingredients are essential to fostering successful innovation culture:

1) Failure happens - embrace it.

“Fail early, fail fast” is the startup entrepreneur’s slogan. The most disruptive ideas arise from risk-taking and experimentation, in which some failure is inherent. By no mean do we advocate for companies to build recklessly, but by being lean and agile throughout product development, risk can be easily mitigated. 

Yet “failure” is a word that corporations are trained to fear. Performance reviews and budget approvals based purely on one’s successes propagate a risk-averse culture. It's no surprise that employees stick with what’s been proven and become resistant to change.

Business leaders should foster an environment that rewards experimentation in the pursuit of creative ideas. This may come in the form of new performance metrics, company-wide transparency regarding failures and learnings, or employee training in lean methodologies. No matter what form this takes, leaders should acknowledge the factors that cause risk-averseness, and structurally encourage experimentation rather than penalize it. 

2) Create bridges across silos.

Launching a new initiative requires the approval of multiple stakeholders. In organizations where teams operate in silos, this can be a major challenge. Unwilling supporters, unforeseen constraints, and misaligned incentives can grind projects to a halt. This challenge persists even within innovation labs, many of which are isolated teams far removed from the rest of the organization.

To overcome this, innovators and implementers (eg. front-line staff) should collaborate from the very beginning - ensuring alignment on vision and identification of constraints. Executives should consider adjusting incentives to make innovation initiatives a priority through all levels of the company. 

3) Less friction, more empowerment.

Approval processes within large organizations are often complex, inefficient, and time-consuming. Innovation projects get stuck in bureaucracy limbo where they die a slow painful death. We've seen simple IT requests take weeks to complete, and access to customers for product testing being flat-out denied.

For innovation projects where idea to market speed is vital, consider special channels that bypass traditional processes for funding, development, and testing. This may come in the form of a separate funding and evaluation model for blue sky initiatives, an approvals short track giving teams access to the latest software tools and data sets, or executive advocates committed to cutting through the tangle of internal politics. 


The greatest challenge with corporate innovation is not in finding the right ideas, but creating an environment where they can thrive and scale. Business leaders should recognize that to foster innovation culture, they must have the courage to embrace failure, inspire collaboration, and empower their most creative employees.