Introduction
“To be hopeful in bad times is not just foolishly romantic,” writes historian Howard Zinn. “It is based on the fact that human history is a history not only of cruelty, but also of compassion, sacrifice, courage, kindness. What we choose to emphasize in this complex history will determine our lives. If we see only the worst, it destroys our capacity to do something. If we remember those times and places - and there are many - where people have behaved magnificently, this gives us the energy to act, and at least the possibility of sending this spinning top of a world in a different direction. And if we do act, in however small a way, we don’t have to wait for some grand utopian future. The future is an infinite succession of presents, and to live now as we think human beings should live, in defiance of all that is bad around us, is itself a marvelous victory.”
History is vast and complex. And depending on who is telling the story of what happened, and depending on when they start telling the story within the historical timeline of events, our understanding of what took place can vary greatly. Nevertheless, there have been people who behaved magnificently during the course of history, and they have made a big difference. Likewise, we can behaved magnificently, and we can make a big difference, too.
When I contemplate this big and powerful quote, I am reminded of the work of Tim Brown, the CEO of IDEO, a global design and innovation firm that pioneered human-centered design and design thinking, who said that there are five characteristics of design thinkers, namely empathy, integrative thinking, optimism, experimentalism, and collaboration. For those who want to act magnificently right now, I think embracing these five characteristics is important.
Embrace Integrative Thinking When Looking At The Big Picture
Today, I want to focus on three of these characteristics. First, we need to embrace integrative thinking. This is a problem-solving approach to complex issues, moving beyond simple “either/or” choices in order to find creative solutions. It involves seeing the whole picture, understanding the interaction of different social networks, and understanding conflicting perspectives within these networks.
An example of integrative thinking turned into action would be a cancer patient using acupuncture to manage nausea caused by their chemotherapy program. This way of thinking breaks down organizational or mental silos while fostering holistic solutions. It is the “genius of AND” rather than the “tyranny of OR,” as Jim Collins noted so many years ago.
One element of integrative thinking involves seeing the whole picture. I think this is very hard to do. Jim Collins and Morten T. Hansen in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All (HarperCollins, 2011) write that we are to zoom out before we zoom in. The goal is to sense a change in conditions within which we operate. It is not merely seeing the big picture; it is understanding how the big picture is changing. And if we see that there are changes in the environment around us, we then need to assess the time frame of these changes, i.e. How much time before the risk profile changes? We also need to ask two questions: Do the new conditions call for disrupting plans? If so, how? Then, we are to zoom in, and focus on the execution of plans and objectives.
On the surface, this all sounds pretty straight forward. But, from my perspective, there are two problems. First, this level of work requires people in leadership positions to be hyper-vigilant at all times in order to sense changing conditions, and then to respond effectively. This degree of vigilance comes at a high price, professionally and personally, and it is not sustainable over time. Second, even if we can maintain hyper-vigilance over time, it assumes that we can actually see the changing conditions as they are happening. As prominent author and theologian, Brian McLaren writes: “Seeing may be easy, but learning to see with clarity and insight is not. It takes time and practice.” And from my perspective, seeing with clarity and insight takes time, practice, and discipline.
Nevertheless, I think there is a solution to these two challenges. First, we need time and space in our schedules where we can meet with allies, confidants, coaches, and mentors, who will ask us questions as well as share insights about what they are seeing and learning. Rather than defining hyper-vigilance as a solo practice, it needs to become a collective endeavor with a multitude of people keeping their eyes and ears open to changes taking place. Then, the burden of seeing the big picture is more widely owned and understood by the people who have to ask the aforementioned questions related to a change in risk profiles and time.
Second, we need to dig deeper into the writings of Collins and Hansen about this concept of zooming out before zooming in. As they explain, leaders “understand that they cannot reliably and consistently predict future events, so they prepare obsessively - ahead of time, all the time - for what they cannot possibly predict. They assume that a series of bad events can wallop them in quick succession, unexpectedly and at any time…. It’s what you do before the storm hits - the decisions and disciplines and buffers and shock absorbers already in place - that matters most in determining whether your enterprise pulls ahead, falls behind or dies when the storm hits.”
I think the point that many people miss about seeing the big picture is that the parallel track to this level of work is to be obsessively preparing for the unpredictable, i.e. the known unknowns and the unknown unknowns which are often called “black swan events” (think COVID). This combination of systemic, and collective vigilance rather than individual vigilance in combination with systematic, and collective preparation creates the capacity to find holistic solutions instead of either/or solutions. And all of this takes disciplined thought, reflection, and listening before engaging in disciplined action.
Utilize Experimentalism When Confronting Complexity
Second, in order to act magnificently right now, we need to utilize experimentalism when confronting complexity. Experimentalism is a method of solving problems through experimentation, experience, and empirical evidence. It emphasizes learning by doing, testing ideas in real-world contexts, and adapting these ideas based on experience and observed outcomes, rather than just theories.
One of the problems within our current operating environment is that the problems we are trying to solve keep evolving faster than the solutions to them can be created. Therefore, we need to do two things. First, we need to define our solutions as experiments, recognizing that no singular solution may be possible given the dynamic nature of our current problems. Second, the current problems we are dealing with have multiple issues, not just singular issues that are making them evolve quickly.
Now, the difficulty of solving such adaptive problems is that we, as leaders, assume our solutions have a degree of permanency. However, current events does not support this conclusion. Thus, permanency is found in the processes that will create the solution, not within the solution itself.
And this is where the experimentalism approach to problem solving enters the picture. Through experimentation, i.e. testing ideas in real-world contexts, and then adapting these ideas based on experience and observed outcomes, we create adaptable solutions to adaptive problems. When the space where this happens, the union of integrative thinking and experimentalism, is created, the process creates relationships based on trust, clarity, and understanding, all of which generates the capacity to see, define, and solve problems.
Commit to Love, Compassion, and Empathy
Third, in order to act magnificently right now, we need to commit to love, compassion, and empathy. “When our prime motive is love, a different logic comes into play,” writes Brian McLaren. “We find courage and confidence, not in the likelihood of a good outcome, but in our commitment to love. Love may or may not provide a way through to a solution to our predicament, but it will provide a way forward in our predicament, one step into the unknown at a time. Sustained by this fierce love (as my friend [pastor] Jacqui Lewis calls it), we may persevere long enough that, to our surprise, a new way may appear where there had been no way. At that point, we will have reasons for hope again. But even if hope never returns, we will live by love through our final breath. To put it differently, even if we lose hope for a good outcome, we need not lose hope of being good people, as we are able: courageous, wise, kind, loving, ‘in defiance of all that is bad around us’.”
The interesting thing about leaders is that very few of them choose love, compassion, and empathy as mission critical characteristics of being an effective leader. Most would choose charisma, control, and micromanagement. For them, this is the pathway to getting results.
However, I have spent a career engaging with leaders, and from this experience, I have learned from the best that love, compassion, and empathy defines how they lead, not just what they do. For them, these three characteristics are not a way through their problems and their people, but instead a way to move forward with their problems and their people. By being good leaders who role model love, compassion and empathy, they are able to then be kind, courageous, and wise in the midst of their problems and challenges. And their direct reports notice this difference and respond with trust, commitment, and focus.
Recognize That Differences Maximize Understanding
“Complex issues demand difference to find solutions,” writes consultant and organizational theorist, Margaret Wheatley. “Complex problems (what’s not complex these days?) require multiple perspectives. Complexity only comes into focus from many unique perceptions. To understand an issue, crisis, or complex problem, difference maximizes understanding. No single person, expert, or group sees sufficiently. We each see the world differently - real solutions emerge when we honor this fact.”
And if we are to act magnificently, we need multiple perspectives and adequate time and space to think, share, and explore these different perspectives in order to generate real solutions. Along the way, we need to embrace integrative thinking, utilize experimentalism, and commit to love, compassion, and empathy as we engage with others in this important work. For if we seek to send this “spinning top of a world in a different direction,” then we need to live into these infinite succession of present moments with courage and kindness. In essence, we need to be good people who move forward step by step through the complexity of current events.
© Geery Howe 2026
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