Today’s power question: How can leaders and managers minimize ambiguity and maximize predictability in uncertain times?
Uncertainty and ambiguity are uncomfortable and inevitable forces in today’s workplaces. Shifting priorities, sudden changes, unexpected crises, and volatile social, economic, cultural, and political realities make clarity and stability much more difficult.
But we know that this heightened ambiguity comes at a real cost. Our brains and bodies hate ambiguity, and we often react to the unknown in maladaptive but necessary ways. We feel unsafe, out of control, and are more likely to spiral into fear or distrust. Today, we’re going to explore the science of ambiguity, how it impacts teams and organizations, and practical strategies for minimizing ambiguity and maximizing predictability. One of your principle roles as a leader or manager is creating conditions of clarity and consistency. And when we do it right, it helps people feel safe enough to keep showing up, contributing, and thriving, even in the most unstable times.