We have all been wrestling with how the pandemic ends. There is so much that we don’t know. There are so many uncertainties and complexities. In the past few articles, I’ve explored various ways that scenarios can help us make sense of the world around us. In this article, I show rather than tell. Four scenarios of possible futures and potential outcomes of how re-entry unfolds.
The future is a challenging place to contemplate. There are many factors that we can’t control, and many circumstances that we can’t influence. Making meaningful choices about an uncertain future often feels overwhelming, impossible and ultimately futile. The articles of the last few weeks have both explicitly and implicitly explored the role of scenarios in considering possible futures. They can be invaluable tools to manage uncertainty and identify meaningful future choices.
The future is a big, scary and uncertain place. It’s difficult to think about how things may play out. It’s even more difficult at times to define how we want things to play out. There are few scarier questions to be asked than, “Where do you want to be in five years?” Finding an answer to that is complicated and elusive. It’s also an unfair question, and one that begins at the wrong starting place.
Given our current reality, many of us would like to hit the reset button. But we need to define just what we are resetting. And where we would like to reset to. Our currently reality is one of stress and uncertainty. It is also one of opportunity. Played right, we have the opportunity to reframe what we do, how we do it and who we do it for. That’s an opportunity we are rarely faced with; the opportunity lies in taking advantage of it.
As human beings, we are not wired to embrace uncertainty. We like clear answers, defined outcomes and a well-articulated path to get there. The challenge is that real life doesn’t work that way. Our most important projects and changes are often rife with uncertainty. And forcing the issue and making snap decisions often does more harm than good. If we want to navigate the unknown well, we need to know the thinking styles that will best get us there.
Being successful as a sponsor requires being attentive. We need to show up, pay attention and provide active support. Where this doesn’t happen, projects fail. Sadly, every once in a while, projects fail anyway. The challenge for sponsors is determining what to do next.
I’ve been exploring liminality and in-between spaces in a few posts. And while the structure is simple, and the ideas it offers are profound and meaningful, actual living in and transitioning through liminal spaces is often anything but clear, ordered or certain. There can be a great deal of fuzziness, frustration and even fear. I thought it would be helpful to explore what it’s like to actually live in the in-between spaces.
Change is a process. And while it is a difficult one, it doesn’t need to be quite so painful and messy as what we often experience. Better navigating change requires recognizing that most of the transition happens in the space between what was and what will become. We need to let go, and be guided through that transition. That requires rethinking some of what we know and believe about projects and change.
Some of our hardest questions are hard simply because the situation is complex and the possible outcomes are fuzzy and abstract. Knowing how to make a good decision, and how to sustain one, is hard. But it doesn’t have to be. There is a way to be able to sort through the fuzziness and get to the heart of what matters.
I’m a process geek. You might safely assume, then, that I would be a fan of “best practices.” You would be very wrong. Best practices generally aren’t. Unlike the promised intent, there is usually more than one best way to proceed in a given situation. We ignore that at our peril.
