With the COVID-19 pandemic, the world has experienced high levels of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) on the one hand, and on the other hand, a total interconnectedness. The term VUCA was first coined at the Army War College, which is the graduate school for future generals (Johansen, Euchner, 2013). In the management context, the term VUCA was introduced by the New York Times columnist, Thomas Friedman. He analyzed high tech companies and concluded that those companies who fail, did so because they were not able to implement the technological opportunities that were available. Those who are successful such as Apple, Google, 3M and Amazon, seemed to be able to adapt technology at a high speed (Nandram & Bindlish, 2017). It can be therefore assumed that some businesses and societies may experience VUCA as a challenge while for others it may bring opportunities. The current COVID-19 VUCA context requires a high degree of adaptability from governments, managers, leaders and entrepreneurs. New business models and ways of organizing are born to facilitate this adaptability. Such adaptability is related to our perception of reality and how we give meaning to that reality as an expression of our intelligence. This then helps to label VUCA circumstances as challenges or opportunities.
The idea of total interconnectedness is not new. Indigenous sources from Indian traditions tell us that the world is a coherent, interconnected whole. To help us realize that total-interconnectedness, they have laid down several paths expressed in several techniques which have been put into practice through experiments by sages, saints, gurus and leaders. These techniques remind us that what we perceive outside of ourselves is an expression of what is inside us and vice-versa. Feeling that total-interconnectedness, requires one to draw on their senses; perception being the most important one here. Indian indigenous sources have explained the relevance of clear perception and how it can be enhanced through spiritual techniques such as yoga.
This article addresses the question: How do we develop the ability to perceive our capacity to cope with COVID-19 in the VUCA context?
Understanding VUCA
Consultants and scholars have developed approaches to cope with VUCA. One such approach suggests that to deal with volatility we need vision; to deal with uncertainty we need understanding; to deal with complexity we need to be simple, and to deal with ambiguity we need clarity (Johansen and Euchner, 2013). The literature mentions such abilities as flexibility, foresight, awareness of one’s strengths and weaknesses, adaptability, openness to change, being knowledgeable beyond one’s job position, as well as a collaborative orientation and communication skills (Lawrence, 2013). Others mention a focus on complex thinking abilities and mindsets of leaders (Petrie, 2011; Horney, Pasmore and O’Shea, 2011). Yet other scholars mention ontological approaches such as to align to the internal as well as the external reality (Adams and Thompson, 2014). On a practical level, leaders are encouraged to adopt practical approaches to coping with VUCA. In this case, defining the purpose is seen as the fundamental step (Ertel and Soloman, 2014). Others also mention epistemological questions to address VUCA such as how to understand how we know what we know and to be taught to think in other non-linear ways than linear ways (Johansen and Euchner, 2013). Nandram et al. (2017) takes an ontological view for navigating VUCA by introducing a certain type of intelligence to perceive reality, which will be explained in the next paragraphs.
Integrative Intelligence and Experimentation
In their study, Nandram et al. (2017) evoked the debate between generic or specific types of intelligence and concluded it is not relevant since intelligence is an observer-centric rather than a universal construct. Intelligence is linked to cultural context and some context, for example, has more diversity and more VUCA than others. Having the same skills, attitudes and knowledge does not guarantee that a manager, leader or entrepreneur will be successful in any context. It is the way he uses his intelligence to frame the opportunities that determines how he works with VUCA situations. In turn, this frames how he perceives situations and people. It is his ontology of reality (Bindlish et al., 2017) that pushes him to form certain unique mental beliefs. Further in the process, he uses his expertise, experience, knowledge structures, and traits to shape these beliefs to get a direction to move on.
Nandram et al. (2017) have introduced the construct of Integrative Intelligence. Integrative Intelligence is a way of knowing, living, and sharing knowledge where the central idea is that all things related to the topic of study are interconnected in a coherent way.
This can be achieved by knowing how humans and systems are interrelated, which opinions, perspectives and goals they have. Integrative Intelligence requires an ability to relate to, and arrange, many kinds of internal and external signals or inputs, holistically, to achieve a coherent understanding for all further purposes. How big the context is for applying Integrative Intelligence is decided by the person whose Integrative Intelligence we are talking about. This depends on his need for ownership. Some people feel responsible for certain context and formulate goals and become ‘owner’. Others do not take responsibilities and follow others. How big is this context? It’s dependent on the individual and therefore gets decided by the individual himself. This is influenced by a person’s age, lifestage and professional experiences. Therefore, Nandram et. al. (2017) label the context as adopted context.
Sources of Integrative Intelligence and implications
Input for Integrative Intelligence could derive from verbal or nonverbal information, outer expressions of speech, impressions, associations, mental images, memories, emotions, dedication, formal as well as experiential knowledge, internal devotional qualities, subtle signals or intuition and thereby leading to directions, algorithms, processes or procedures. In this, a solution cannot be absolutely (or permanently) seen as good or bad but it needs to be evaluated in the particular context where the decision is being made. Integrative Intelligence helps in interpreting a VUCA context by incorporating a broad context and variety of input so that the meaning that is being given to the context creates connectedness with others and with systems.
The chances to realize harmony between stakeholders in decision making processes increases. This harmony confirms that people, natural systems and man-made systems are in connection with each other. The bigger the adopted context, the more complex the interplay that occurs between stakeholders. When there is no harmony it is relevant that stakeholders take responsibility and reflect on their own behavior and its consequences. There are of course contexts where this harmony lies beyond a person’s control and ownership is not realistic. In Integrative Intelligence it is not expected that everyone is responsible for defining all kinds of solutions. The consciousness of the stakeholders is an important factor here. The higher the consciousness the more it invites for simplification and connectedness. One way to work towards achieving higher consciousness states is through experimentation. The next article will give some insights on this topic.
References
Adams, R., Thompson, M. J. (2014). Suited Monk Leadership. WOW Books, London.
Bindlish, P.K., Nandram S.S., Joshi, A. (2017). Integrative Intelligence as the Path forward. In: Managing VUCA through Integrative Self-Management (Nandram, Bindlish Eds. Springer.
Ertel, C. and Solomon, L. K. (2014). Moments of Impact: How to Design Strategic Conversations that Accelerate Change. Simon and Schuster.
Horney, N. Pasmore, B. & O’Shea, T. (2010). Leadership agility: A business imperative for a VUCA world. Human Resource Planning, 33(4), 34.
Johansen, B. and Euchner, J. (2013). Conversations: Navigating the VUCA World: An Interview with Bob Johansen. Research-Technology Management,56(1), 10-15.
Lawrence K. (2013). Developing Leaders in a VUCA environment. UNC Kenan Flager Business School. Retrieved on 20th of December 2014 from View
Nandram, S.S., Bindlish, P.K., Keizer, W.A.J. (2017). Understanding Integrative Intelligence/ Praan Uitgeverij ISBN 978-94-91551-07-9
Petrie, N. (2011). Future trends in leadership development. Center for Creative Leadership white chapter. Retrieved on December 24th2014 from View
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