Identifying and Managing the VUCA-Plus Polarities
We can now move beyond the specific example we have offered of polarities management in addressing the challenges of Covid-19 to the more general and pervasive issues associated with VUCA-Plus challenges. What are the two sides of each VUCA-Plus Challenge and how is expertise most appropriately engaged in confronting each of these challenges?
Volatility: refers to the dynamics of change: its accelerating rate, intensity and speed as well as its unexpected catalysts. The Left Column perspective on volatility would be centered on Commitment in the midst of volatility. This perspective concerns being faithful to one’s commitments by taking action in a consistent and sustained manner that other people can understand and predict. What about the Right Column? The focus from this perspective would be on Contingency in the midst of volatility. This perspective concerns being flexible by keeping options open and allowing learning to occur in order to modify the actions taken.
The appropriate engagement of expertise would involve emphasis on the intentions (goals, vision, values, purposes) associated with the issue being addressed. Which of these intentions should (must) remain constant and which can change depending on the shifting circumstances associated with this issue. The metaphor of anchors might be introduced.
There are anchors attached to the boat (principal issue) which are embedded in the seafloor. These are often called Ground Anchors. These are the large anchors with heavy flukes that dig into the ground. Or they are slabs of concrete to which a ship is attached when moored. These anchors are meant to be permanent—just as some intentions aligned with a specific issue are meant to remain stationary and are never to be modified (let alone discarded).
Often called a “drogue”, the Sea Anchor contrasts with the ground anchors in that it is intended not to hold a boat (principal issue) in place but rather to align a ship with the wind and slow down it’s movement in any one direction. Often shaped like an umbrella, the sea anchor provides flexible anchorage in the midst of shifts in tidal action and wind. Those intentions that operate like sea anchors similarly provides alignment and direction for an organization or society as it shifts gradually with changes in the environment surrounding the presentation of a specific issue.
The polarity is addressed by the expert acknowledgement of benefits inherent in both the ground and sea anchor. Experts can help us focus on the appropriate use of each type of anchor/intention.
Uncertainty: refers to the lack of predictability, the increasing prospects for surprising, “disruptive” changes that often overwhelm our awareness, understanding and ability to cope with events. In this case, the Left Column perspective on Uncertainty would center on the Assimilation of changes into existing framework. This perspective concerns making sense of and finding meaning in what is occurring in the present reality. By contrast, a Right Column perspective on Uncertainty would center on Accommodation to changes by adjusting or reworking existing framework. This perspective concerns learning from and adapting to what is occurring in the present reality.
The appropriate engagement of expertise in managing this polarity would involve the creation and maintenance of a Learning Organization (Argyris and Schon, 1978). Emphasis is placed In such an organization (or society) or the learning that takes place after either a success or failure in addressing issues associated with uncertain conditions. Experts can help us recognize the inevitable mistakes being made when uncertainty is prevalent. The key goal is to not make the same mistake a second time. We can’t avoid mistakes, but we can learn from them. If we don’t then a “stupid” organization (or society) has been created.
Similarly, we can learn from our successes. It is not enough to celebrate when we happened to get it right in spite of uncertainty. We need to spend time reflecting on what occurred and what we did that influenced the desirable outcomes. In other words, we should “catch them [us] when they [we] are doing it right!” Those with expertise in appreciative inquiry can be very helpful in this regard (Srivastava, Cooperrider and Associates, 1990; Bergquist, 2003; Cooperrider and Whitney, 2005).
