Leaders increasingly operate uncharted territory characterised by volatility, uncertainty, complexity, and ambiguity – the VUCA world. Rapid decision making is expected in response to rapid change. Read more
That which serves to indicate the bounds or limits of anything whether material or immaterial; also the limit itself. (OED)
Boundaries are part of life – they enable us, and they constrain us. Many self-help books and coaching guides stress the need for busy people to set boundaries and learn to say no.
Am I imagining it, or in organisations and in life is it harder and harder for people to find agreement? It’s Brexit – or stuff it. It’s coal – or you are out in the cold; It’s Me Too – or too bad; it’s Black Lives Matter – or what’s it matter? Increasing complexity and a plethora of pressures seem to be attracting us to ideas and people at the extremes (the ’five percenters’ at either end) to find answers to seemingly intractable problems – or we just tune out.
Top-level executive teams are invariably populated by highly-intelligent, capable, passionate and often competitive individuals. They have to make decisions under pressure, and face the brunt of the volatility, uncertainty, complexity and ambiguity (‘VUCA’) that typifies the global economic environment. Employees, shareholders commentators, and external advisors observe top teams in action.
There isn’t much doubt that for the most part we are all in a bit of mess. That is, there are lots of forces conspiring against our dreams of a sensible, ordered world where people behave rationally.