Change-makers and activists are often faced with a challenging dilemma – the tug of war between two distinct mindsets.
On one side, there are those who staunchly latch onto so-called “best practices” no matter what.
On the other, there are those who swiftly jump from idea to idea, driven by what’s currently fashionable.
In this blog post, I’ll share the one insight about complex problems that debunks each of these mindsets, and explain 3 ways to find a middle ground that embraces adaptability while staying rooted in principles.
Characteristics that defy fixed solutions and best practices
When I’m having coffee with young changemakers, their arguments are often based on a simple, linear view of the world.
Their excitement – while driven by good intentions – turns into conviction about what should be done.
“Doing A will solve B. And here’s the proof!”
Usually A is a silver bullet policy implemented with the latest buzz words from the think-tank-philanthropy merry-go-round.
Impact investing. Equity and inclusion. Sustainable development.
The strongest convictions are cloaked in language about being evidence-based.
“The solution is proven! Anyone against implementing it is wrong or malicious.”
But the nature of complex problems often makes latching onto fixed solutions or relying solely on previously successful best practices inadequate and sometimes counterproductive.
Why?
My explanation doesn’t have to do with my politics or experience or identity.
In this case, how I feel or think is irrelevant.
The reason is solely because of the problem’s characteristics.
Here’s a deep systems thinking insight:
How the problem functionally operates – its unique mix of variables and relationships – determines what may or may not alleviate it.
When I say “complex” problems, this is what I’m talking about:
- Ever-Changing Nature: Complex problems are like chameleons; they’re always changing. What might’ve been a slam dunk solution yesterday might not cut it today. Just look at how fentanyl changed homelessness. So, don’t get too comfy with that one-size-fits-all approach.
- All Tied Together: Complex problems are like a web – tweak one strand, and you can create a whole lot of unintended consequences elsewhere. Rigid solutions often overlook these intricate connections. A good example might be how rent control unintentionally reduces new housing development.
- Surprise, Surprise!: Complex systems can pull surprises out of thin air. These unexpected curveballs, called emergent properties, are a headache for anyone clinging to a fixed plan. Covid-19 is Exhibit A for disrupting plans and solutions.
- Non-Linear Rollercoaster: Complex problems don’t play by the rules of cause-and-effect that we’re used to. Tiny changes can lead to major shake-ups, and fixed solutions just can’t keep up.
- The Fog of Uncertainty: Complexity comes with a fog of uncertainty and ambiguity. It’s like trying to navigate a maze blindfolded. Fixed solutions are like guessing the way out – it’s not a great strategy.
- Location, Location, Location: Complexity is a chameleon, even when it comes to location. What works in one place might flop somewhere else due to differences in culture, resources, and a bunch of other factors. Fixed solutions ignore these nuances.
- Feedback Frenzy: Complex systems have this thing called feedback loops. Actions can set off a chain reaction – some good, some bad. Fixed solutions? They don’t always account for these sneaky loops.
- Surprise, Again!: Complex problems love to throw new challenges your way as they evolve. Sometimes they happen as a result of human error or mistakes. Addressing “the problem” can feel like a never-ending game of whack-a-mole. Fixed solutions don’t have the flexibility to handle these surprises.
So there you have it.
The message is loud and clear: clinging to fixed solutions is a path riddled with pitfalls.
The same with “best practices.” There is no guarantee – much less proof – that what worked at one time in one place will be effective again.
It’s not about personal preferences or ideologies; it’s about understanding the fundamental characteristics of your unique complex problem.
3 tips for evaluating a problem’s characteristics and context
So, where does this leave us?
It leaves us with a profound realization: our responses to complex problems must always be provisional.
We choose policies that make sense given the current context.
When the context changes, we must change our response.
We test best practices from elsewhere to see if they work on our unique problem, but we only continue with them if they work.
You see, ideologies that choose fixed policies and best practices can lead you astray.
But the problem and its characteristics – if you study them deeply and consistently – will always be a reliable guide for action.
That’s a truly principled stand.
In the end, we must be willing to adapt, evolve, and refine our approaches as the context shifts and new challenges arise.
To help you do that, here are three essential tips for evaluating context and choosing effective solutions:
- Continuous Assessment: Regularly evaluate the problem and its context. Stay informed about emerging trends, research, and changing dynamics.
- Principled Adaptability: Embrace adaptability while maintaining a strong foundation of principles and a deep understanding of the issues.
- Iterative Approach: Test ideas or solutions on a smaller scale, gather data, and refine your approach based on real-world feedback.
By embracing adaptability and staying open to fresh ideas, we can step away from the allure of so-called answers.
See you next week.
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Whenever you’re ready, there are two ways I can help you:
→ I’m a strategic advisor for the toughest societal problems like poverty, crime and homelessness. People come to me when they want to stop spinning their wheels and get transformative, systems-level change.
→ I’m a coach for emerging and executive leaders in the social and public sectors who want to make progress on their biggest goals and challenges.
Let’s find out how I can help you become transformational.
