the trouble with complexity

The way we learn as individuals or organisations looks different based on the type of problem we’re trying to solve. “Complicated” problems have right and wrong answers. Finding a solution to a “complex” problem is not so black and white.

When we set goals to achieve certain outcomes, it’s important to be conscious of the type of system we are managing.

A complicated system is a causal system – meaning that we can predict what it is going to do. It might be made up of millions of components, but the parts within the system interact in highly predictable ways. An engine, a watch and a production line are good examples.

A complex system, on the other hand, is dynamic. Effect is rarely proportional to cause. Complex systems are history-dependent, self-organising, adaptive and counterintuitive. Examples are the weather, traffic and the internet.

The challenge we have when we manage complex issues is that we often fall into the trap of looking for the complicated-systems solution (the right answer). But in a complex system, even “the best” answer isn’t “the right” answer. Our “best” answer is simply the path we choose after considering all the trade-offs (e.g. different stakeholder interests; different time horizons). But as we broaden our understanding of the complex issue, we might be in a position to find a better solution tomorrow, and the next day.

The good news is that we can become more skilled at managing complex problems and more adept at good decision-making. We can develop the skills that allow us to listen, learn, effectively evaluate situations and make better decisions faster. It’s what we call acumen.