When you are dealing with adaptive challenges, there is no obvious answer to the question “What is going on here?” Trying to define the problem at hand is a contentious act in itself. Managing this ambiguity requires courage, tenacity, and an experimental mind-set: you try things out, see what happens, and make changes accordingly. When you adopt an experimental mind-set, you actively commit to an intervention you have designed while also not letting yourself become wedded to it. That way, if it misses the mark, you do not feel compelled to defend it. This mind-set also opens you to other, unanticipated possibilities. Thinking experimentally also opens you to learning: you stay open to the possibility that you might be wrong. Finally, an experimental mind-set facilitates the iterative nature of the adaptive leadership process: you make an intervention based on your interpretation of the situation, and you see what happens. You use the results of your experiment to take the next step or to make a midcourse correction.
Intersting article. Thanks JS for the link.