Dealing with ambiguity - a key skill in leadership and for leaders

Posted 15. November 2024

In Business coach, culture, diversity, intercultural teamwork, leadership

Have you ever heard the term ambiguity tolerance? It’s not necessarily a word you forget. And certainly, especially since the Covid pandemic, and definitely since the events since then, a term that is increasingly in focus for people who deal with people, leadership, teamwork, organizations and their future.

What is ambiguity, and what is ambiguity tolerance?

Ambiguity stands for being open to more than one interpretation; inexactness

Ambiguity tolerance stands for the reaction of people to situations that are ambiguous, complex and unknown.

Ambiguity tolerance stands for the ability to deal with ambiguous, complex situations with incomplete, contradictory or changing information as positive challenges.

A lack of ambiguity tolerance, or ambiguity intolerance, leads to the categorization of complex, ambiguous situations as undesirable and potential threats.

Why is ambiguity tolerance important in today’s world?

For several reasons:

Change and transformation work better with ambiguity tolerance.
- People in an organization that deals with ambiguity tolerance and supports its employees in this have the opportunity to talk openly about their concerns about change and to see them addressed.
- People with ambiguity tolerance can positively shape change by dealing with differences and ambiguity.

Ambiguity tolerance promotes an open approach to the complex, fast-moving issues that are commonplace today.
- Ambiguity tolerance promotes dealing with rapidly occurring changes, such as the Covid pandemic, or shifts in markets due to conflicts, even if not all solutions and options are clear at first.
- And let’s be honest, we all deal with change on a daily basis, even if it may not all be big or perceived as big. Change is part of our everyday lives.
- People with a tolerance for ambiguity can work together effectively across sectors, countries, cultures, etc. and use collaboration, which is a key skill in dealing with rapid, complex change, for innovation and effective problem solving.

The potential of an organization with ambiguity tolerance can be lived, recognized and developed much more effectively.
- Ambiguity tolerance promotes collaboration, exchange about different approaches and dealing with differences
- It allows people to work openly across different perspectives and backgrounds with empathy, understanding and acceptance, thereby unleashing the full potential of organizations.
- Tolerance of ambiguity is a key competence in organizations for truly diverse and inclusive workplaces and work processes (Diversity & Inclusion).

Ambiguity tolerance is a cornerstone for leading diverse teams.
- It supports employees to engage with other perspectives and to value and utilize diversity.
- Inclusive leadership promotes a working environment in which everyone can openly express their opinions, in which psychological safety and a sense of belonging are lived.

Are you curious? Write me a short message or give me a call. I look forward to hearing from you!

References:

BUDNER, S. (1962). Intolerance of ambiguity as a personality variable. Journal of Personality, 30(1), 29–50.

Frenkel-Brunswik, E. (1949). Intolerance of ambiguity as an emotional and perceptual personality variable. Journal of Personality, 18(1), 108–143.

Furnham, A. & Ribchester, T. (1995) Tolerance of ambiguity is an individual difference defined by comfort with situations that are unfamiliar or ambiguous. Handbook of Organizational Creativity (Second Edition), 2023

Mostul, Burl, “Measurement of Ambiguity Tolerance (MAT-50): Further Construct Validation” (1977). Dissertations and Theses. Paper 2514.

Norton, R. W. (1975). Measurement of ambiguity tolerance. Journal of personality assessment, 39(6), 607-619. https://www.tandfonline.com/doi/abs/10.1207/s15327752jpa3906_11

McLain, D. L., Kefallonitis, E., & Armani, K. (2015). Ambiguity tolerance in organizations: definitional clarification and perspectives on future research. Frontiers in psychology, 6, 122037. https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2015.00344/full