Leaders get things done. They advance an ever-growing list of to-dos and initiatives in the name of progress. But this focus on movement, when overused, drives an “I’m so busy” culture that leaves no time or space for the strategic reflection vital to innovation and growth.
When leaders navigate Action::Reflection, the importance of acting and getting things done is matched by the need to step back and take time to reflect on what is and what could be. This drives the strategic action leaders need when creating the conditions to navigate complexity.
How Does it Help with Complexity?
The interconnectivity of complex systems means our actions create ripple effects that make it impossible to fully predict the impact of the things we do—sometimes small actions have big impacts. This ripple-effect dynamic makes it tough to know what to do, when, and it sets up one of the paradoxical characteristics of complexity.
On one hand, we need to study and understand the impacts of our actions. But on the other, it’s impossible to have enough insight to fully predict or understand the ripples, so data collection and analysis often reach a point of diminishing returns. Thus, the need to effectively navigate Action::Reflection, and not lean too far one way or the other.
Action—Benefits and Overuses
Action, on its own, isn’t the answer. When faced with a challenge, leaders wired for Action want to do something, sometimes anything, to create momentum and the illusion of control. But in complexity leaning constantly into Action doesn’t work because our go-to strategies and reflexes don’t get the typical results; we miss seeing the full consequences and ripple of our actions; and we waste resources, intensify stress, and amplify confusion.
Reflection—Benefits and Overuses
But the remedy to overfocusing on Action isn’t swinging the pendulum to Reflection. While stepping back to understand the system is important in complexity, we can’t fall prey to analysis paralysis by craving more data, hashing out every detail of a multi-step project plan, or thinking through endless what-if scenarios.
None of these work in complexity—there is always more data to collect in a complex system, any plan will need to be regularly adjusted as things shift, and the what-ifs are impossible to predict. Reflection has to be balanced with Action.
Creating the Conditions with Both/And Leadership
Complexity requires movement driven by learning and momentum anchored in meaning—conditions that emerge when leaders blend the right mix of both Action and Reflection. They zoom out to see patterns and possibilities, act by taking a step, watch the ripples, and adjust for what’s next.
But it requires leaders to understand their preference for either Action or Reflection and develop the capacity for Both/And, which is much easier said than done when the stress of complexity pulls us hard towards our default—spurring us to Action or plunging us into Reflection.
The Key Polarity Indicator makes this preference visible and gives leaders a way to harness this polarity for greater resilience and impact.
Ways to Create the Conditions with Action::Reflection
Here are three simple practices to help blend Action and Reflection so they strengthen each other to create the conditions needed to deal with complexity.
Make Reflection Active.
Treat Reflection as part of the work, not something you fit in only when time allows or only as an after-action review. Build reflection into all parts of the process or your agendas by asking short and connected questions so learning happens as you move things forward. For example: What are we noticing based on the actions we just took? What are we learning and what’s it mean? What aren’t we looking at or talking about as we move things forward? What’s our next best step to keep things moving?
3Ns: Notice, Narrow, Next, Repeat.
Create a cycle where action generates insight and insight fuels the next move. In complexity, you can’t map out a full roadmap to success, so Narrow the direction you want things to move, and quickly decide on the Next best step. One that will likely move things in the direction you want to go. Then “expeditiously” Notice the impact by sensing what’s happening in the system (the best you can) before Narrowing your direction and determining the Next best step.
Hone your Decision Launch Pad.
Finding the sweet spot of when to act isn’t always easy. If you tend to act quickly, jot down your decision or desired course of action. Pick a future deadline you can wait until to act, along with a question to consider (e.g. What might I be missing?). When the deadline arrives, notice the difference between what you thought then, and now. If you have a preference for Reflection, set a deadline for the decision and jot what your decision would be, right now, if you had to make it. When the deadline arrives, notice the difference. In both cases, narrow the window over time.
Reflect on Your Preference, Act to Expand
Most of us have a preference and more naturally lean towards either Action or Reflection, so striking the right balance isn’t always easy—especially when the pressure of complex situations tempts us to lean into our default. Knowing, and then managing, our natural preference for a pole is essential to Both/And Leadership. It takes practice and some observation (Action and Reflection!)
Preference for Action? Remember that Reflection is a form of Action. In the opening section of this piece we used the metaphor of herding animals—running at them full steam simply makes them scatter and in the long run creates more work and takes more time. So practice pausing. Take a beat before jumping to action to consider: What ripple effects will this action have? And what are the potential ripples of those ripples?
Preference for Reflection? Sure, it’s important to think things through and have as much data as possible to make good decisions. But in complexity, it’s impossible to get enough data to come up with a perfect solution. So, you need to be OK taking the best action or decision you can based on the data you have now. It can be daunting but challenge yourself to know when reflecting and attempting to understand the situation is yielding diminishing returns.
Read about the Key Leadership Polarities in the Complexity Series:
Posted In: Complexity Series