Plans are nothing, planning is everything said, Eisenhower. You need to set goals, challenge bias and assumptions, plan a course of action and identify points of failures. This would ensure everybody understood the cost of failure and why the planned course of action is taken.
Today we are fighting uncertainty and ambiguity. The degree of uncertainty that we can bear depends on our comfort level. Many of us avoid ambiguity, a few tolerate it but very few actively embrace it. Uncertainty is a part of life but we can reduce it or make it manageable by knowing more about it from experts or researching.
Doing research and gathering more data would not eliminate ambiguity. Our decisions are based on our values. We have to detail what matters to us, our family, our organisation. We have to reverse our decision-making. Instead of focusing on the problem, define the desired outcome.
A simple dilemma faced by parents "how do I raise good kids?" has no clear cut answer. Asking the question may reduce some uncertainty, but the definition of a good kid is ambiguous. This is a typical example of defining the desired outcome. This enables us to find answers without knowing how you will achieve that. It will help you answer what has to happen to get the outcome you want, which in turn is rooted in your values. This entire exercise gives you a sense of control and as you start working on this you find the ways and the tools you require to progress in achieving the desired result.
Whether you are planning for your family or organisation, start from your values to help you chalk out a path through ambiguity. Begin with your vision of success and find answers to achieve the same.
When Managing Through Ambiguity, Develop a Clear Vision
by Cheryl Strauss Einhorn HBR 2011/11
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