Until a few months ago, I had never heard of the term VUCA. After reading several articles, I immediately connected with it on a personal and professional level. VUCA is a term that was coined by the United States Army after the Cold War, and it stands for volatility, uncertainty, complexity, and ambiguity. As rapid changes are taking place within social, technological, political, and economic sectors in our society, organizational leaders are having to respond to the requirements of an increasingly VUCA world.
Major Takeaways on Complexity Theory
After reading through a plethora of articles about Complexity Leadership Theory, I learned a significant amount of information about the following: entrepreneurial systems, operational systems, and adaptive space.
Takeaway #1: Entrepreneurial Systems
Entrepreneurial systems push for change. These types of systems are responsible for learning, growth, and innovation. Additionally, entrepreneurial systems are defined by new opportunities, new products, new services, or extensions into different business opportunities. In the beginning, most organizations start out as entrepreneurial, in that they use innovation and opportunity to create social value within their company.
Takeaway #2: Operational Systems
In contrast, operational systems push for order. These systems focus on productivity, efficiency, and results. Furthermore, they are defined by standardization and control. Over time, organizations begin to move away from an entrepreneurial path and take on a more operational-type in order to turn innovation into profit.
Takeaway #3: Adaptive Space
Adaptive space occurs in the place between the entrepreneurial and operational systems. Adaptive space embraces the tension between the two systems. According to Uhl-Bien and Arena (2017), "leaders in adaptive organizations capitalize on the tension created between the entrepreneurial system and the operational system to generate innovative new thinking and productive adaptability for the system. They do this by enabling adaptive space" (p.12). To extend my understanding, I connected what I know about adaptive space to leadership. Leaders of innovative and adaptive organizations understand that adaptive space is at the center of change within the organization and focuses on the organization's purpose. Without such leaders, adaptive space can not exist. According to Uhl-Bien and Arena (2017), "Enabling adaptive space requires a new way of thinking about leadership ...Complexity Leadership is a new framework for leadership research and practice that describes how leaders can enable organizations to operate as complex adaptive systems - networked systems able to adapt in and evolve with a changing environment" (p. 14). The evidence shows that complexity leadership is, in essence, leading for adaptability.
Entrepreneurial systems push for change. These types of systems are responsible for learning, growth, and innovation. Additionally, entrepreneurial systems are defined by new opportunities, new products, new services, or extensions into different business opportunities. In the beginning, most organizations start out as entrepreneurial, in that they use innovation and opportunity to create social value within their company.
In contrast, operational systems push for order. These systems focus on productivity, efficiency, and results. Furthermore, they are defined by standardization and control. Over time, organizations begin to move away from an entrepreneurial path and take on a more operational-type in order to turn innovation into profit.
Adaptive space occurs in the place between the entrepreneurial and operational systems. Adaptive space embraces the tension between the two systems. According to Uhl-Bien and Arena (2017), "leaders in adaptive organizations capitalize on the tension created between the entrepreneurial system and the operational system to generate innovative new thinking and productive adaptability for the system. They do this by enabling adaptive space" (p.12). To extend my understanding, I connected what I know about adaptive space to leadership. Leaders of innovative and adaptive organizations understand that adaptive space is at the center of change within the organization and focuses on the organization's purpose. Without such leaders, adaptive space can not exist. According to Uhl-Bien and Arena (2017), "Enabling adaptive space requires a new way of thinking about leadership ...Complexity Leadership is a new framework for leadership research and practice that describes how leaders can enable organizations to operate as complex adaptive systems - networked systems able to adapt in and evolve with a changing environment" (p. 14). The evidence shows that complexity leadership is, in essence, leading for adaptability.
Major Takeaways on VUCA
After sorting through several articles about VUCA, I gained several important takeaways: insights about chaos, symptoms of VUCA, and creating an action plan for VUCA.
Takeaway #1: Insights About Chaos
To begin, chaos has been redefined. Chaos is now seen as "order without predictability" (Wheatley & Senge, 2016). Chaos is no longer seen as a negative; it is perceived as a great teacher for leaders, in that it is teaching leaders the art of letting go. Leaders can let go of certain things and still create a well-ordered organization. Furthermore, leaders can't make big significant changes without chaos. According to Wheatley and Senge (2016), "systems are most capable of responding to change at the edge of chaos; therefore, if we don't become confident that chaos is a useful state to be in occasionally, then we are going to get incremental, small solutions and miss the great moments of creativity". To further elaborate, leaders need to learn to be comfortable in the space between disorganization and organization. Leaders need to create a partnership with chaos - a place where we can look at existing information, generate new information, and just be okay with being overwhelmed by it.
Takeaway #2: Symptoms of VUCA
My second big takeaway was learning about the symptoms of VUCA. I needed to know how I could determine if VUCA is happening in my organization. According to Aura Codreanu (2016), "there are a number of symptoms...dissonance or disbelief in what is visible and tangible and hence loss of/threat to comfort zones; entropy or disorganization, loss of purpose and perspective, incapacity to further pursue goals and "impaired effectiveness"; disengagement or retreat from what is hard to understand, withdrawal into a comfort zone/group" (p.32). As a leader, it is important to be able to identify the symptoms of VUCA and understand the possibility of these symptoms showing up at the individual level, group level, and organizational level.
Currently at my school, the 6th-8th grade teachers are in a place that feels threatening to their comfort zone. With our transition to implementing the International Baccalaureate Programme in middle school classrooms, our teachers are definitely experiencing a time of complexity and ambiguity. As we navigate our way through new policies, new teaching methodologies, and new criteria for assessments and reporting, teachers are experiencing feelings of uncertainty each and every step of the way.
Takeaway #3: Creating an Action Plan for VUCA
My final takeaway was uncovering a positive plan of action in response to leading in a VUCA-driven world. Created by Bob Johansen, there is a proposed solution in regards to dealing with a VUCA World: Johansen "suggests a positive reading of the VUCA acronym as Vision, Understanding, Clarity, & Agility" (Codreanu,2016). Johansen identified this as an action plan for any leader. To begin, create a vision that is linked to specific behaviors, structures, and practices. For this to happen, an understanding of openness, accountability, setting boundaries through clear expectations and objectives, and giving trust to others comes into play. Clarity, in regards to leadership, is about the power to admit vulnerability, the willingness and patience to learn and gain new information through conversations. And finally, an agile leader is one who withstands difficulties by adjusting in a flexible and quick manner.
Takeaway #1: Insights About Chaos
My second big takeaway was learning about the symptoms of VUCA. I needed to know how I could determine if VUCA is happening in my organization. According to Aura Codreanu (2016), "there are a number of symptoms...dissonance or disbelief in what is visible and tangible and hence loss of/threat to comfort zones; entropy or disorganization, loss of purpose and perspective, incapacity to further pursue goals and "impaired effectiveness"; disengagement or retreat from what is hard to understand, withdrawal into a comfort zone/group" (p.32). As a leader, it is important to be able to identify the symptoms of VUCA and understand the possibility of these symptoms showing up at the individual level, group level, and organizational level.
Currently at my school, the 6th-8th grade teachers are in a place that feels threatening to their comfort zone. With our transition to implementing the International Baccalaureate Programme in middle school classrooms, our teachers are definitely experiencing a time of complexity and ambiguity. As we navigate our way through new policies, new teaching methodologies, and new criteria for assessments and reporting, teachers are experiencing feelings of uncertainty each and every step of the way.
Currently at my school, the 6th-8th grade teachers are in a place that feels threatening to their comfort zone. With our transition to implementing the International Baccalaureate Programme in middle school classrooms, our teachers are definitely experiencing a time of complexity and ambiguity. As we navigate our way through new policies, new teaching methodologies, and new criteria for assessments and reporting, teachers are experiencing feelings of uncertainty each and every step of the way.
My final takeaway was uncovering a positive plan of action in response to leading in a VUCA-driven world. Created by Bob Johansen, there is a proposed solution in regards to dealing with a VUCA World: Johansen "suggests a positive reading of the VUCA acronym as Vision, Understanding, Clarity, & Agility" (Codreanu,2016). Johansen identified this as an action plan for any leader. To begin, create a vision that is linked to specific behaviors, structures, and practices. For this to happen, an understanding of openness, accountability, setting boundaries through clear expectations and objectives, and giving trust to others comes into play. Clarity, in regards to leadership, is about the power to admit vulnerability, the willingness and patience to learn and gain new information through conversations. And finally, an agile leader is one who withstands difficulties by adjusting in a flexible and quick manner.
New or Evolving Complexities
The biggest challenge facing leaders today is the increased level of complexity directly associated with the increased levels of VUCA and interconnectedness. According to Uhl-Bien and Arena (2017), "complexity is about rich interconnectivity. Adding the word "rich" to interconnectivity means that when things interact, they change one another in unexpected and irreversible ways" (p. 9). In today's world, complexity is happening everywhere. In order to deepen my understanding, I made the connection to my school organization. I immediately thought of the single largest pressure placed on my school in recent years: declining enrollment. The level of uncertainty and complexity that declining enrollment placed on my school was the reason why my school chose to become an International Baccalaureate School. It became a necessity for my school to adapt - to become a magnet school where families chose our program over other schools in the area.
Complexity is changing entire industries and organizations. Organizations must adapt to survive. According to Arena and Uhl-Bien (2016), "...innovation and adaptation are the result of pressures on a system" (p. 24). The evidence shows that my school responded to the need for a novel solution by implementing an inquiry-based, concept-driven, internationally-minded program on our campus across all grade levels that focuses on student agency, service learning, and student action.
The biggest challenge facing leaders today is the increased level of complexity directly associated with the increased levels of VUCA and interconnectedness. According to Uhl-Bien and Arena (2017), "complexity is about rich interconnectivity. Adding the word "rich" to interconnectivity means that when things interact, they change one another in unexpected and irreversible ways" (p. 9). In today's world, complexity is happening everywhere. In order to deepen my understanding, I made the connection to my school organization. I immediately thought of the single largest pressure placed on my school in recent years: declining enrollment. The level of uncertainty and complexity that declining enrollment placed on my school was the reason why my school chose to become an International Baccalaureate School. It became a necessity for my school to adapt - to become a magnet school where families chose our program over other schools in the area.
Complexity is changing entire industries and organizations. Organizations must adapt to survive. According to Arena and Uhl-Bien (2016), "...innovation and adaptation are the result of pressures on a system" (p. 24). The evidence shows that my school responded to the need for a novel solution by implementing an inquiry-based, concept-driven, internationally-minded program on our campus across all grade levels that focuses on student agency, service learning, and student action.
Connecting My Strengths to My Personal Leadership Approach
Leadership styles range from controlling a team with punishment or rewards (transactional) to being one who inspires through leader-centric ways (transformational) to being a supportive follower-centric leader (servant leadership) to being a value-laden, ethical leader (authentic leadership) (Sarkar, 2016, p.9-10). With great reason, one can become very overwhelmed with figuring out which one is the best way to lead in a VUCA world. After reading about the characteristics of responsible leadership, which is leadership that encompasses qualities of three leadership styles mentioned above - transformational, servant, and authentic combined - I immediately begin to connect responsible leadership to my top five strengths to see if I would be a good fit for leading problem-solving initiatives in a VUCA world. According to Sarkar (2016), "responsible leadership is a combination of both innate and acquired traits of an individual...and is the type of leadership needed for effectively addressing the requirements of a VUCA world" (p.11).
When connecting my strengths to responsible leadership, I decided to focus on the positive acronym for VUCA.
V: VISION: Vision is building trust and a sense of community. Consistency is a strength of mine, and consistency breeds trust when leaders choose to live by the same set of expectations and rules as the rest of the team and organization.
U: UNDERSTANDING: Understanding requires listening and relational skills, open communication, and mirroring the behavior that you want to see from others. As a harmony-seeking leader, I can create an atmosphere that is filled with trust and respect so that all voices are heard. My search for harmony amongst my team shows that I care and value input from all team members.
C: CLARITY: Clarity is being able to admit a lack of knowledge and exhibiting the patience to learn and gain new information through collaboration and conversation with colleagues. Being a leader who is a life-long learner, I can build trust by respecting knowledge that is superior to my own by showing an appreciation and an interest in what others know and can do.
A: AGILITY: Agility is being able to handle difficulties by adapting in a flexible, open-minded manner. Being a provider of the peace and harmonious leader, I can calm team members when the waters become troubled.
Leadership styles range from controlling a team with punishment or rewards (transactional) to being one who inspires through leader-centric ways (transformational) to being a supportive follower-centric leader (servant leadership) to being a value-laden, ethical leader (authentic leadership) (Sarkar, 2016, p.9-10). With great reason, one can become very overwhelmed with figuring out which one is the best way to lead in a VUCA world. After reading about the characteristics of responsible leadership, which is leadership that encompasses qualities of three leadership styles mentioned above - transformational, servant, and authentic combined - I immediately begin to connect responsible leadership to my top five strengths to see if I would be a good fit for leading problem-solving initiatives in a VUCA world. According to Sarkar (2016), "responsible leadership is a combination of both innate and acquired traits of an individual...and is the type of leadership needed for effectively addressing the requirements of a VUCA world" (p.11).
When connecting my strengths to responsible leadership, I decided to focus on the positive acronym for VUCA.
V: VISION: Vision is building trust and a sense of community. Consistency is a strength of mine, and consistency breeds trust when leaders choose to live by the same set of expectations and rules as the rest of the team and organization.
U: UNDERSTANDING: Understanding requires listening and relational skills, open communication, and mirroring the behavior that you want to see from others. As a harmony-seeking leader, I can create an atmosphere that is filled with trust and respect so that all voices are heard. My search for harmony amongst my team shows that I care and value input from all team members.
C: CLARITY: Clarity is being able to admit a lack of knowledge and exhibiting the patience to learn and gain new information through collaboration and conversation with colleagues. Being a leader who is a life-long learner, I can build trust by respecting knowledge that is superior to my own by showing an appreciation and an interest in what others know and can do.
A: AGILITY: Agility is being able to handle difficulties by adapting in a flexible, open-minded manner. Being a provider of the peace and harmonious leader, I can calm team members when the waters become troubled.
Conclusion
Overall, there is a lot to comprehend, embrace, and internalize when equipping oneself to lead in an increasingly VUCA world. Daring to lead during these times of volatility, uncertainty, complexity, and ambiguity is not for the faint-hearted. Responsible leadership is the best strategy for effective leadership. Talk the talk and walk the walk. Encourage teamwork. Place the interests of your colleagues first. Lead in a way that includes everyone. Know your strengths and accept your weaknesses. Set an example and require others on your team to follow. Good things are bound to happen.
References
Arena, M. & Uhl-Bien, M. (2016). Complexity Leadership Theory: Shifting from Human Capital to Social
Capital. People + Strategy, 39(2), 22-27.
Codreanu, Aura. (2016). A VUCA ACTION FRAMEWORK FOR A VUCA ENVIRONMENT. LEADERSHIP CHALLENGES AND
SOLUTIONS. Journal of Defense Resources Management Studies. 7. 31-38.
Sarkar, Anita. (2016). We live in a VUCA World: the importance of responsible leadership. Development and
Learning in Organizations: An International Journal. 30. 9-12. 10.1108/DLO-07-2015-0062.
Uhl-Bien, M., & Arena, M. (2017). Complexity leadership: Enabling people and organizations for
adaptability. Organizational Dynamics, 46(1), 9-20.
VUCA Image. July 19. 2018. https://www.knowledgehut.com/blog/project-management/how-to-manage-your-project-
in-a-vuca-project-environment.
VUCA Image. October 1, 2015. http://vibrantchurchrenewal.blogspot.com/2015/10/leading-church-in-vuca-
world.html.
Wheatley, M., & Senge, P. (2016, September 24). The Learning Organization: From Vision to Reality.
Retrieved from https://thesystemsthinker.com/the-learning-organization-from-vision-to-reality/.
Arena, M. & Uhl-Bien, M. (2016). Complexity Leadership Theory: Shifting from Human Capital to Social
Capital. People + Strategy, 39(2), 22-27.
Codreanu, Aura. (2016). A VUCA ACTION FRAMEWORK FOR A VUCA ENVIRONMENT. LEADERSHIP CHALLENGES AND
SOLUTIONS. Journal of Defense Resources Management Studies. 7. 31-38.
Sarkar, Anita. (2016). We live in a VUCA World: the importance of responsible leadership. Development and
Learning in Organizations: An International Journal. 30. 9-12. 10.1108/DLO-07-2015-0062.
Uhl-Bien, M., & Arena, M. (2017). Complexity leadership: Enabling people and organizations for
adaptability. Organizational Dynamics, 46(1), 9-20.
VUCA Image. July 19. 2018. https://www.knowledgehut.com/blog/project-management/how-to-manage-your-project-
in-a-vuca-project-environment.
VUCA Image. October 1, 2015. http://vibrantchurchrenewal.blogspot.com/2015/10/leading-church-in-vuca-
world.html.
Wheatley, M., & Senge, P. (2016, September 24). The Learning Organization: From Vision to Reality.
Retrieved from https://thesystemsthinker.com/the-learning-organization-from-vision-to-reality/.
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