VUCA (Volatility, Uncertainty, Complexity and Ambiguity) is the setting in which the business and government activity of our time unfolds. It is the turbulent and at the same time exciting environment, in which those who lead must learn to guide their decision-making with a more proactive than reactive approach, in which communication represents the main articulating axis for a connection that generates genuine commitment and sincere trust. with society.
The VUCA environment is demanding that we change the ways and the ways in which we communicate; break with the traditional methods with which we still want to find today (within the chaos), old answers to contexts that demand new questions.
The approach is: are we doing it?
There is increasing talk in management circles about the importance of strategic planning. VUCA is the acronym (from English, Volatility, Uncertainty, Complexity and Ambiguity), which defines the new time we live in all over the world characterized by: Volatility, Uncertainty, Complexity and Ambiguity; a concept that originated with students of the U.S. Army War College to describe the characteristics of the world after the Cold War. Now the concept is acquiring new relevance to characterize the environment we live in and the leadership required to successfully navigate our time.
A time that is forcing companies and governments to rethink their organizational policies, growth and, consequently, their communication strategies. The changing environment we refer to is tremendously demanding for those trying to get companies, governments, and projects to move forward.
Unpredictable events that occur outside of an organization can be negative or positive, making it difficult for leaders to make decisions. A clear example of the complexity we are talking about is the product that went viral and became an internet sensation not so long ago; a sample of negative complexity of how the despair of a Tunisian fruit seller led to Brexit.
The story is this: On December 17, 2010, Mohamed Bouazizi, a young fruit seller in Tunisia, was cited for not having a permit to sell his products. The police attempted to extort the equivalent of seven dollars from him, which was more than he could earn in a single day. Concerned about not knowing what to do, with no other alternative to protest, he sprayed himself with gasoline and lit a match, lighting not only his frustration, but that of an angry Arab youth.
The people around him took photos and videos, he did not miss the incident, the news quickly went viral on social networks. His situation resonated with a large number of people, which caused large demonstrations and riots. Almost a month after Mohamed's self-immolation, Tunisian President Zine El Abidine Ben Ali left for Saudi Arabia, where he hid for some time, resigning soon after, leaving 23 years of power behind. That is where what is known today as The Arab Spring began.
When the Syrians rose against Bashar al-Assad, instead of withdrawing, like many of their counterparts in other Arab countries, he led his country into civil war, producing millions of refugees who came to Europe and Britain seeking opportunities and, above all, security. The growing public discontent about these refugees, compounded by other complicated factors, was what led to the Brexit referendum. The British voting public never imagined that such an outcome would begin with a Tunisian fruit vendor slaughtered years ago.
That context shows how complex the world is today. If fewer people had had mobile phones, they would not have been able to capture Bouazizi's self-immolation. If fewer people had been connected to social networks, the news would not have gone viral. The increased interdependence between all these variables involved was an event never before seen before.
The unpredictable is what distinguishes the ambiguous and complex world. What resulted in successful leaders in the Productivist or Industrial Age after 1950 (i.e. technical expertise and personal strengths like charisma and vision coupled with an effective organizational approach) simply no longer works with rampant unpredictability. that the VUCA environment brought with it in the 21st century.
What is interesting about the present context is that, in fact, negative complexity can be used to create positive complexity, because the underlying principles that govern both are the same. The bad news is that very few managers are managing to adapt to operate a higher state of complexity; many, as a phrase by Albert Einstein says, want different results but still continue to practice from the past.
It is about the people who lead work teams gaining up-to-date knowledge about the areas they already know and believe they dominate. The formulas and models for solving problems that were successful just a few months ago are rapidly losing force. In the VUCA environment it is difficult to sustain yourself as a "specialist" or "expert" in a certain area of knowledge. And in the world of communication management, it is not just about expanding what we know but changing what we are.
The 4 habits to advance in the VUCA environment
Changing environments are tremendously demanding for those who try, from communication, that organizations, teams and their projects move forward. To achieve this they must adapt new habits that allow them to face the transition:
1. Unlearning to learn and relearn
Give yourself the opportunity to discover other ways that allow you to get better, faster and with new experiences.
2. Moving from individualism to a state of co-creation
Create a new relationship system in innovation processes, based on trust with managers, clients, collaborators and colleagues.
3. Accelerate interactions
Learn to work at a higher speed, relying on the flow of tools and instruments available. Corresponding and acting fast is vital.
4. Understand that there is paradise beyond informational work
Think of communication with a new perspective; recognize the importance of intangible assets: notoriety, brand, image and reputation.
These challenges barely scratch the surface of what it takes to start a transition in the VUCA environment. Taking any step to start the change is much better than waiting, or worse, being paralyzed and burying your head in the sand. The environment is changing rapidly, and any communications professional who doesn't change so fast faces extinction.
