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You can’t tackle complex systems with linear thinking
As Daniel Kahnemann has pointed out to us, while the human brain is a remarkable organ, it also has its limitations. One of these is that it is built to conserve energy. What that in turn means is that we readily engage in fast, linear thinking when the challenges we face are complex. Forcing yourself to think differently is the key to untangling complex situations.
I’ve been thinking lately about the challenges facing leaders in situations that are fundamentally complex, and how these might lead us to problem-solve differently. Complex systems are characterized by multiplicity, interconnectivity and dependency. Practically, what that means is that a complicated system (like a Boeing 777, for instance) can be designed to achieve predictable outcomes. A complex one, however (like the air traffic control system) has parts that interact, making predicting an outcome impossible. How then, to tackle challenges raised by complexity?
