Add the stop symbol – we’re not talking about our jobs as tech comm people – instead, it’s about the ability to recognize and manage ambiguity itself
Diving in, it’s not just being able to deal with ambiguity – you have to thrive on it, be excited about it, guide others through it, gracefully navigate it, and my favorite – comfortably handle some degree of it.
Why is this important? For one thing, to be successful in the workplace today, you need to be good at dealing with ambiguity.
Last week, a search on “ambiguity” resulted in over 16 thousand jobs. That’s crazy!
For one thing, it means our organization or our project has no clear direction.
When big changes are impending – revisions to the employee evaluation system, changes to the pay structure or modifications to the internal structure of the company – preliminary information is usually sketchy and ambiguous. Executives often begin the rollout before they have worked out the details. This can be a smart tactic because it allows for employee input and tweaking before the system is finalized, but it is nerve-wracking because there are many “what ifs.”
Some bosses hand out tasks with incomplete directions. They may do this because they are busy and don’t take the time to think about what information employees need to complete the job. Or they may have confidence in their subordinates and assume that they know what to do. In any case, an employee who receives ambiguous instructions is left in an awkward situation. It’s hard to complete a task with incomplete information or instructions, but it may be risky to ask for guidance because the boss could become irritated or think the employee is incompetent.
Some bosses hand out tasks with incomplete directions. They may do this because they are busy and don’t take the time to think about what information employees need to complete the job. Or they may have confidence in their subordinates and assume that they know what to do. In any case, an employee who receives ambiguous instructions is left in an awkward situation. It’s hard to complete a task with incomplete information or instructions, but it may be risky to ask for guidance because the boss could become irritated or think the employee is incompetent.
There is literal physical and emotional discomfort from not knowing. We stress-eat, we get headaches. We worry about things.
When things are uncertain, we often feel an urgency to resolve them. This creates a pressure to rely on the information we have at the time, rather than explore opportunities to find the best solution.
If the culture is such that people are fine with tolerating ambiguity, then they’re okay with not having enough data to make decisions, not having clear roles, and not having sufficient feedback. This is a culture that hinders growth, instead of promoting it.
WHAT DOES THIS MEAN?
People need growth, forward movement. We need closure. We’ll never be able to eliminate ambiguity in the workplace, but as technical communicators, we can reduce it.
For one thing, when find yourself in an ambiguous situation, embrace it. This is an opportunity to use your communication, problem-solving, and collaboration skills.
https://www.flickr.com/photos/markspokes/5857121107
Ask lots of questions. It’s amazing how the basics will jumpstart a problem-solving session.
Who
What
When
Where
Why
How
When you ask your team for information, listen to what they say, and use the data they give you. Ask for more information when you need it, and don’t condition them to give you incomplete data. Encourage different perspectives, and give credit on projects so they keep on contributing.
Make sure your directions are clear and ask your team if they have any questions or need further help from you. When giving information about changes, provide as much detail as you can.
On the other hand, if it’s your boss who has given unclear instructions, don’t hesitate to ask for clarification.
You won’t always have all of the information you need to make decisions and move forward, so make the best decision you can and act on it. And know that sometimes a wrong decision is better than no decision – get comfortable with looking at mistakes as learning opportunities.
Oddly enough, reading fiction lowers our need for closure.
It’s a safe space where authors often use ambiguity as a literary device, so you’re forced to imagine or decide what’s happening in the story. It helps you develop a tolerance for using both creative and critical thinking when you don’t know everything about a situation.
When you are relaxed, you are far more able to respond to problems and challenges with successful solutions. Take your lunch break, take vacations, work out, and make sure your team members are taking time for themselves. Investing in a relaxed state of mind is important to productivity and leadership skills.
We’ll never be able to eliminate ambiguity in the workplace, but as technical communicators, we can reduce it.
