Encyclopedia of Leadership

6.3

SORTING OUT COMPLEX SITUATIONS

Inspired by Benjamin Kepner, Charles Tregoe, and George Campbell.

Dealing with complex situations is crucial to your success as a leader. Often presented as gen-

eralities and couched in simple phrases like “the systems problem” or “the communications

problem,” we call these “big fuzzies.” Your leader’s antennae should be tweaked when you hear

problems described in such general terms as the “maintenance problem” or the “supplier prob-

lem.” Rarely can such complex concerns be traced to a single cause or resolved with a single

solution, yet ineffective quick fixes are often suggested to solve these multifaceted problems.

One indicator of the need for this tool is that, when these quick-fix actions are taken, the prob-

lem does not disappear. In fact, it may get worse after the quick-fix “solution” has been

applied!

This tool will help you deal with the multicausal nature of big fuzzies; their need to be bro-

ken into their constituent parts, then prioritized; and subsequently, how to plan action for the

highest-priority areas.

Use these four steps to turn your big fuzzies into prioritized action plans.

176 SECTION 6 TOOLS FORCRITICALTHINKING ANDINNOVATION

Item 1 Priority Action 2

Priority Action 1

Item 2

Item 3

Item 4, etc.

Specific Concerns Priority Actions

✔ Explain the complexity of the concern and the need to use this process to develop a full

understanding of the problem situation. This may include widening or narrowing the

problem frame. The outcome for this step is a clear, manageable frame for the problem and

an action plan for working the problem.

[☛7.1 Problem Framing]

1. Persuade your work-
   group to take a
   different approach
   to the problem.

Process step How to’s

A Big Fuzzy