The Complexity Chasm: Reframe, Rewire, and Reconfigure Your Mindset
Leadership Responses to Properly Navigate Complexity
These days, organizations are increasingly challenged to thrive in the midst of volatile markets and complex global environments. This landscape puts strategic projects at higher risk for failure, and leaves leaders with the task of constantly adapting in order to get work done. To be effective, projects leaders need to learn how to navigate across a spectrum we refer to as the “complexity chasm.”
Project leaders must first identify the level of complexity in which they are operating, and then determine how to respond to it.
In this article written for Dialogue, Tony O’Driscoll, Professor at Duke University’s Fuqua School of Business and Academic Director of the Adaptive Strategic Execution Program, overlays the choices Captain Sully faced in the “Miracle on the Hudson” and those experienced by project leaders today.
How to Fly the Complexity Chasm identifies the two critical errors that leaders commit when navigating the complexity chasm:
- Leaders will misidentify into which operating context their project falls
- Leaders will apply an unsuited leadership response for the context in which they are operating
Download How to Fly the Complexity Chasm to learn how reframing what you see, rewiring how you think, and reconfiguring what you do can help you overcome these errors and successfully navigate complex business situations.