How can today’s leaders work to solve the most complex, wicked problems?

Is there anything AI can’t do? From helping medical researchers better predict who is at risk for certain diseases, to helping teachers spot a plagiarized paper, to helping us get where we need to be with traffic apps like Waze—we have come a long way in just a few years.
 
There’s no question that AI has helped us solve a number of “complicated” problems, but it’s no match for the world’s most wicked, “complex” problems.
 
In today’s world, tried-and-true strategies may be ill suited to dealing with the biggest challenges of the future. This month at the CBODN Book Club we discussed the book “Range: Why Generalists Triumph In a Specialized World,” by David Epstein. In the discussion, we talked about the distinction between “complicated” and “complex,” and a related concept of “kind” and “wicked” types of environments. Here's the breakdown...

	Complicated	Complex
Type of Environment	​“Kind Learning Environment”	​“Wicked Domain”
Rules	The rules are clear, and patterns repeat.	The rules are unclear, not obvious, or don’t repeat in patterns.
Feedback	Feedback is accurate and usually prompt.	​Feedback is often delayed, inaccurate, or both.
Example	Chess – A tactical game with clear rules. A computer can outsmart a human master chess player.	​“Martian Tennis” – You can see the players on a court with balls and rackets, and wonder what are the rules?

There are many examples of “wicked” problems in the business world. In such a fast-changing environment, you need a broad and varied background to understand it, and to thrive in it. Per the central premise of Epstein’s book, you need “range.” In the book, Epstein shares examples of successful people who “sample” a variety of experiences, including different jobs or sports, gather broad knowledge (a “range”), and go on to reach great heights in their careers—sometimes later in life.
 
How can you create “range” – for yourself and your team?
As a leader, what can you do to equip yourself and your teams to develop “range?” There are a few strategies I often recommend to the leaders I work with.

1. Remember to check in and assess your environment. Most leadership situations deal with “wicked” problems in which there are many variables and unknowns. Therefore, maintain awareness of the context and notice how and when you need to change when your environment changes.
2. Don’t go at it alone. One of the biggest mistakes managers and leaders make is to make decisions on behalf of the team. The higher up you go, the less you know about all the nuances of situations at the ground level. You may be a deep subject mater expert in a certain field and not have the “range” that Epstein celebrates; however, you have a team! Tap into others’ expertise and work collaboratively. This will not only help you but your team will feel appreciated for their value-add.
3. Help others develop “range.” Many companies have formal rotation programs, to provide employees with context and exposure. You can also facilitate informal exchanges or allow employees to shadow each other. Encourage employees to attend events or conferences. Get creative and find ways to help others expand their thinking.

 
What other ideas do you have?