Managing Uncertainty: The Relief of a Plan 4-minute read Written by Justin Deonarine, I/O Psychologist This article is part 3 in our 4-part series on navigating uncertainty in the workplace. In Part 1, we explored what Uncertainty looks like at work, and how it affects individuals and teams. In Part 2, we looked at how Flexibility influences our ability to manage uncertainty. Today, we will explore the role of Planning and how individual preferences shape how we respond to uncertain situations. Uncertainty is Inevitable. So, What Now? After we accept the nature of uncertainty, the next challenge is to determine how we can face ambiguity. In other words, how do we plan our next steps? Do we simply react to arising challenges, or do we use the information available to put a plan together? The plan may not be perfect, but it gives us direction. This brings us to the concept of Planning, or one’s desire to plan their work and to follow through with their plan. This concept is drawn from the Work Personality Index® assessment and directly relates to how a person may approach bringing structure to an otherwise unstructured situation. Consider these questions: Do you prefer to make detailed plans before moving forward, or prefer to dive right in? Are you comfortable with emerging or shifting priorities? Do plans help or inhibit your ability to take action? Based on your answers above, would you consider yourself possessing a lower or higher level of planning? Those with lower Planning tend to… Those with higher Planning tend to… Get started on tasks without having detailed plans, or make plans in the spur of the moment Be spontaneous and comfortable reacting to shifting priorities Feel that detailed, long-term plans inhibit their ability to work Think about the future in a structured fashion Making detailed plans before moving forward Feel that long-term planning leads to more efficient work routines Supporting Others Through Uncertainty The first step is to take time to consider the person you are trying to help. Start by asking these 3 questions: Do they like detailed plans, or diving right in? Are they comfortable with emerging or shifting priorities? Are they likely to follow a plan, or find their own path? Would you classify the individual as having higher or lower planning preferences? Based on your answers, consider the advice below. For those with lower Planning… For those with higher Planning… Is this individual moving forward too quickly? Do they have to back-track on a regular basis? Consider how you can have them plan out their approach ahead of time, rather than waiting to react to emerging information. In times where priorities are shifting and change is needed, how could this individual bring their strengths to the table in support of others? Their natural comfort with responding to arising circumstances can help keep others moving in the right direction. Are their plans too granular? Are they comfortable adapting when information emerges? In uncertain times, emerging information can require a course correction, so help them build plans that can be adjusted as needed. Have this individual support others when planning is required but not occurring as frequently as it should. Letting these individuals flex their natural strengths could help others find direction and clarity. If you notice someone on your team struggling with planning around or adapting to ambiguity, consider the strategies above to support them. Whether someone needs a clear plan or is more comfortable reacting to emerging information, understanding how your team responses to uncertain circumstances can help you create a more adaptive team environment. In the finale of this 4-part series, we will explore the impact of one’s Stress Tolerance on their ability to navigate an uncertain world. Part 1: Facing Uncertainty at Work: What It Looks Like—and What to Do About It Part 2: Managing Uncertainty: Flexibility at Work Justin M. Deonarine is an Industrial/Organizational Psychologist with Psychometrics Canada. He specializes in the application of data-driven decision-making to areas such as selection, leadership and corporate culture. He has worked with organizations around the world, from local non-profits to multinational corporations. Justin enjoys sharing his experience and knowledge with others, having published articles about leadership, corporate culture, diversity, emotional intelligence, innovation and entrepreneurship for a variety of business and HR resources.
