RUPT:™ Rapid, Unpredictable, Paradoxical, Tangled
Tired of hearing the term “VUCA” at work?
Volatility, uncertainty, complexity, and ambiguity: You may be sick of the concepts VUCA represents — or simply tired of the often-overused acronym itself.
In recent years, many organizations have started liberally using the term as a way to articulate or find a metaphor for describing the changing world in which we live, work, lead, and play. But this is often done without digging into its meaning.
For several years, we’ve been approached by clients not only to design and deliver programs that help their managers lead through the turbulence that characterizes the modern world, but also to specifically to avoid using the term VUCA.
We think this is partly because of its U.S. military origins, and partly because VUCA seems to capture neither what they’re experiencing, nor how to lead through it.
Our Alternative Acronym for VUCA: RUPT™
In response, we tapped our own knowledge and research at CCL about leading in complexity, and developed an acronym that more readily connects the experience of disruption with the leadership necessary to navigate it. We suggest RUPT™ as an alternative to VUCA.
It’s a word in its own right, but not typically used alone. As an acronym, its stands for Rapid, Unpredictable, Paradoxical, and Tangled.
- Rapid: The changes we experience come at us quickly. They overlap with each other like waves emerging from different sources crashing in mid-ocean.
- Unpredictable: We can analyze, strategize, and predict the future, but then something totally unexpected emerges (rapidly), challenging our assumptions and causing us to reframe our thinking.
- Paradoxical: As leaders, we’re so easily lured into believing complex challenges are problems with one right solution, rather than seeing them as polarities that must be leveraged if our teams and organizations are to be effective in both the short and long term. For example, we must innovate for the long term, yet we have current businesses that must be managed both in the short and long term. We might be tempted to choose one or the other, but even for the short term, we really need to do both.
- Tangled: Everything is connected to everything else. We hear terms that imply the connectedness of everything, like “the global village.” We live in multiple ecosystems, all of them having internal and external connections that we might overlook in our attempts to strategize and implement strategy effectively.
Rumpere, in Latin, means “to break, to burst.” With the prefix ab-, or “off,” the Latin forms abrumpere, “to break off.” And abruptus is the origin of the English word abrupt.
Rupture is an English word that still retains the literal meaning of “bursting,” as do disrupt and interrupt: all are derived from the same rumpere.
DisRUPTion happens when RUPT™ is in play and leadership fumbles.
Here are 3 possible scenarios:
- When an organization isn’t agile, or it over-relies on prediction, to the detriment of adapting.
- When the paradoxical tension between rapid adaptation and stable prediction (to name just one of many paradoxical tensions) freezes leadership.
- When rapid, unpredictable paradoxes are embedded in “tangled” causes and effect chaotic systems, triggering reactions that are more subjective than linear or logical.
If these these challenging situations sound all too familiar, the good news is that RUPT™ also offers competencies for navigating complex challenges:
3 Specific Approaches for Using RUPT™ to Navigate Turbulence
The mindset, skillset, and toolset emerging from this work enables leaders to move from RUPT™, as it is currently experienced, to new ways of thinking, reframing, and navigating the turbulence they are experiencing. Here are 3 specific approaches.
1. Nurturing and Practicing Learning Agility.
Since the turbulence of RUPT™ is relentless and nothing can be taken for granted, developing learning agility is essential throughout your career.
CCL’s George Hallenbeck defines learning agility as: “the ability and willingness to learn from experience and subsequently apply that learning to perform successfully under new and challenging conditions.”
Hallenbeck goes on to say: “Learning agility is an essential skill for leaders during times of change when both problems and their solutions lack clarity.” In short, great leaders are great learners.
In a RUPT™ environment, we don’t have the luxury of relying entirely on sending our leaders through leadership development experiences. Instead, we need to see real-life challenges and mentoring as part of the 70-20-10 model of leadership development.
The developmental experiences must be designed around leaders’ actual complex challenges, so that they’re equipped with the mindset, skillset, and toolset to handle these and further challenges.
2. Developing Leadership Across Divides.
We’ve researched and developed tools and processes that enable leaders to collaborate effectively across various forms of divides found within and external to their organizations. This enables leaders to create shared direction, alignment, and commitment so that they collaboratively develop innovative solutions to their RUPT™ challenges through a process of:
- Creating safety within their own groups.
- Genuinely respecting differences with others.
- Developing personal trust with others with whom they need to collaborate.
- Building community, and true lasting interdependence.
3. Leveraging Polarities Inherent in Complex Challenges.
When leaders are confronted with complex challenges amidst RUPT,™ they tend to tap their well-developed problem-solving skills.
Such an approach can add even more complexity. Leaders need to take their thinking to a new level by recognizing seemingly unresolvable challenges not as problems to be solved, but as polarities to be leveraged — shifting their mindset, thinking, and decision-making from either/or to both/and.
When faced with the complex challenges riddled with competing priorities, a problem-solving approach applied independent of polarity thinking can lead to the worst of both worlds: a move towards the greatest fear associated with each dimension of the challenge, rather than the desired and greatest purpose of thinking and acting in terms of managing the paradox.
These are just some of the ways that organizations can approach navigating disRUPTion and turbulence in a VUCA world.
Ready to Take the Next Step?
Learn more about 6 Creative Competencies for Navigating Complex Challenges or explore our related Workshop Kits:
- Leading People Through Change Workshop Kit,
- Learning Agility Workshop Kit, and
- Direction, Alignment, and Commitment Workshop Kit to help you achieve better results through leadership.
This article is part of our Future Fluency series.