Introduction
In 2011, Jim Collins and Morten Hansen in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All (HarperCollins, 2011), wrote: “Given this rise of complexity, globalization, and technology, all of which are accelerating change and increased volatility, we must come to accept that there is no ‘new normal.’ There will only be a continuous series of ‘not normal’ times.” Fifteen years later, their words seem prophetic. They also could have been written yesterday about the events that are happening today.
Currently, we are living in a VUCA environment, borrowing a term from the US military. This is a time period where things are volatile, uncertain, complex, and ambiguous. The implications are that instability is chronic, uncertainty is permanent, change is accelerating, and disruptions are common. All we know for certain is that we can neither predict nor govern most events.
Furthermore, we are worried about the possibility of phase transitions (wide-reaching disruptions triggered by small shifts, like market crashes or social movements), and the possibility for compound extremes (multiple co-occurring disruptions like a natural disaster during a recession). We also are concerned about the convergence of AI, advanced sensors, and biotechnology. Simultaneously, many people are experiencing chronic, compounding, and highly stressful challenges across multiple areas of their life (work, family, health, etc.).
When we step back and look at all that is happening, and all that has happened, we come to realize that our challenges have become more difficult and complex, and that our organizational systems, and personal and professional mindsets have not evolved as quickly as the changes that are happening all around us. Thus, we are confronted with an important question: How can we strengthen our capacity to adapt during this period of prolonged uncertainty?
Embrace Paradox
Brene’ Brown in her book, Strong Ground: The Lessons Of Daring Leadership, The Tenacity Of Paradox, and The Wisdom Of The Human Spirit (Random House, 2025), writes: “Paradoxes embrace ambiguity, expose our intolerance for uncertainty, push our boundaries, and, if we hang on long enough, often force us to deny the comfort of our ideologies for a deeper wisdom that is a more honest reflection of the human experience and the human spirit.” As she continues, “In its original Greek, paradox is made up of two words, para (contrary to) and dokein (opinion). The Latin paradoxum means ‘seemingly absurd but true’.” And right now, there is a lot that is seemingly absurd but true. Therefore, we need to embrace these paradoxes.
Wendy Smith, Marianne Lewis, and Michael Tushman in their article called, “Both/And Leadership,” in the May 2016 issue of the Harvard Business Review, write that the source of our uncertainty in the business world comes from three questions. The first question is: “Are we managing for today or for tomorrow?” This is the innovation paradox where we are challenged to balance today’s needs vs. tomorrow’s needs. The second question is: “Do we adhere to boundaries or cross them?” This is the globalization paradox where we are challenged to balance global integration vs. local interests. The third question is: “Do we focus on creating value for our shareholders and investors or for a broader set of stakeholders?” This is the obligation paradox where we are challenged to balance social mission vs. financial pressure. In each of these questions, we have to seek the concept of both/and rather than the more comfortable choice of either/or.
From my perspective, the first step in this process of embracing paradox is to check our perception. There are two ways to see the world, namely the observing eye and the perceiving eye. Ryan Holiday in his book, The Obstacle Is The Way: The Timeless Art of Turning Trials into Triumph (Penguin, 2014), explains that the observing eye sees what is there, while the perceiving eye sees more than what is there. The goal for leaders during prolonged uncertainty is to see things as they really are, without any of the ornamentation, or self-imposed stories we project on to what is happening.
Yet, as we choose to see in this manner, we must recognize that our perspective on the problems we are dealing with is always missing something, namely an in-depth understanding of our own history and “baggage.” And, at the same time, we must recognize that when we hear of other people’s perspectives or problems, we always see their history and baggage.
So, when we choose to see things as they are, we must always check our perspective with others who we trust and can offer grounded insights and perspective over time. This check-in with trusted mentors, coaches, allies, and confidants requires us to step back from the press of current events, and instead choose to see the larger picture of the world. We need to do this step back in order to prevent and/or limit any level of myopic thinking, i.e. a short-sighted way of thinking that focuses on immediate problems and concerns, and short-term gains while neglecting long-term consequences and broader implications for the business. Myopic thinking always lacks foresight and the ability to consider how current actions will affect future growth and innovation. We do all of this, because the most dangerous perspective to hold is one where we think we can change everything, or something specific that is not ours to change. This is the tenacity of paradox, and the reason why we must seek “a deeper wisdom that is a more honest reflection of the human experience and the human spirit.”
© Geery Howe 2026
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