Complexity is often just an illusion
How to identify and overcome “invented” complexity
Complex. This is a defining term of the 21st century. Has everything suddenly become more complex? Or is semantic drift in play?
Some issues are naturally complex, with their complexity being a fundamental aspect of the problem. However, most problems are not genuinely complex; their perceived complexity is often an illusion.
Distinguishing between inherent complexity and artificially created complexity is essential. This allows us to concentrate on the fundamental issues and eliminate unnecessary distractions.
Presented are five ways in which complexity can be artificially constructed, fabricated, or perceived.
Look out for
1. Lack of Perspective
Go to any interview. A typical question will be: do you have experience in complex organizations? Every organization considers itself complex.
Insiders often find their world complex because they are immersed in detail. Outsiders may not necessarily share their perception of complexity. This is why outsiders often solve problems more easily, and simply, than insiders. Their external perspective cuts through all the imagined and invented complexity.
Lack of ability, or opportunity, to switch perspectives can make things seem more complex than they are.
2. Ego
The related aspect is ego. We all like to feel important. Many individuals and organizations inflate the complexity of their work to enhance their perceived importance.
Representing our world, our work, and our self, as complex, can often be a plot to convey (or feign) power and significance.
This often creates a self-fulfilling prophecy, as the inflated complexity can lead to real-world complications.
Egotism is one of the biggest inflaters of the balloon of illusory complexity.
3. Ulterior Motives
The adjective complex creates a sense of awe and intimidation. That makes it a great psychological lever for achieving ulterior motives.
Complexity can be a convenient shield for those lacking the capability or motivation to address a problem. By labeling a challenge as “complex,” individuals or teams can avoid taking responsibility or action.
Take consultants. They convince clients that their problem is “complex”, their predicament “unprecedented”, and their world — VUCA! The client, buoyed this ego-massage, is now ready to pay a larger sum, while accepting a lower guarantee of success.
People who lack the capability or motivation to do something, will also hide under the veil of complexity — “It’s too big”, “too complex”, “will take ages”, they will exclaim.
Declaring a problem as “complex” can often conceal an ulterior motive.
4. Unclear Roles & Responsibilities
Unclear roles and responsibilities are a root cause of project failure. They introduce unnecessary complexity and avoidable conflict.
Addressing a problem involves evaluating its characteristics, variables, compromises, and choices. Uncertainty about individual roles adds a new layer of confusion and chaos, diverting attention from the actual issue.
One project had a large team, but the roles and responsibilities were vague. This led to confusion and tension, making the project chaotic and cumbersome. Everyone assumed this was normal for a “complex” project. The project however was not “complex”. Instead, complexity was inserted artificially and unnecessarily by the unclear roles.
5. High Noise
Complexity is a function of the quantity and interconnectedness of the parts/systems that make up a phenomenon. Stakeholders are an important part of problem-solving because they represent various perspectives. In complex problems, they play a vital role.
Consultation is important, but only to a point. If too many people are consulted or involved, we get unnecessary deliberations over exception-scenarios, over-analysis and over-thinking.
Too much data and too many stakeholders can obscure the core issue, making a problem appear more complex than it is.
Remember, while some challenges are undeniably complex, many can be simplified and overcome through clear thinking and effective leadership.
The job of the leader, is to cut through the complexity. To discern what’s important, and where to act.
- The first step towards that is understanding the essence of complexity. This gives us the levers required to address the problem. I covered this topic in this post.
- The second step is to beware of invented and imaginary complexity. This is the focus of this post.
The next time a problem is declared as “complex”, ask yourself:
- Is it really complex? If so, then:
- Is the complexity a due to the inherent characteristics of the problem itself, or due to avoidable factors of the operating environment?
The answer will help you address problems with greater confidence.
