We live in an uncertain world. Many people find uncertainty personally stressful and try to create order by making early decisions that reduce risk and uncertainty. Traditional business practice is to eliminate uncertainty so that planning can take place. That's good practice and common sense, but here's a tip for managers who want to improve their design team's innovation depth: develop the ability to tolerate uncertainty.
A tolerance for uncertainty may allow better quality answers by delaying decision making until more is known about a situation. The point is convincingly argued by Roger Martin of the Rotman School of Business, Tom Peters and others.
Toyota exercises a similar attitude while developing their cars. Jeffrey Liker describes this as Principle 13 in The Toyota Way; "Make decisions slowly by consensus, thoroughly considering all options, implement rapidly".
In practice this may mean periodically re-evaluating the reasons for doing something; even the reason for the entire project or the reason for the company's existence. It may mean not deciding on any particular design until later in the process.
It will certainly mean walking with uncertainty for a little longer than you'd normally be comfortable with. Both Mr Martin and Professor Liker point out that this uncertainty should be planned for and incorporated in your design process. Let's call it disciplined uncertainty; reconciling the two worlds of reliable process and creative exploration.
Don't be afraid of uncertainty, it may seem like procrastination, foot-dragging or even indecision, but provided you've planned to be uncertain for a while, you're likely to see more powerful ideas from your team.
