Ambiguity

More kernels of wisdom from Reframing Organizations.  This one is a short list of  the sources of ambiguity on page 25.

• We are not sure what the problem is.
• We are not sure what is really happening.
• We are not sure what we want.
• We do not have the resources we need.
• We are not sure who is supposed to do what.
• We are not sure how to get what we want.
• We are not sure how to determine if we have succeeded.

Could change be as simple as identifying a source of ambiguity and making it clear, safe and understandable?  Creating a a safe environment is a constant theme in my work.  My colleagues ask for a safe space all the time.  We live in a culture of fear and ambiguity.  Fear can stunt progress and stifle relationships. 

A certain amount of safety creates a space where people can innovate and grow.  It seeds relationships and opens up communication.  It allows information to flow smoothly and for ideas to cross pollinate.  Simultaneously, being too safe can make people lazy and compliant.  My hypothesis is that a ripe tension between safety and healthy fear can create productive innovation and a lively, vibrant community. 

From an organizational standpoint, I see all of the above sources of ambiguity flowing around and stunting growth.  Would defining just one of these pave the way for change?