Capability To Not Rush Into Ill-Judged Actions In Uncertain Times To Gain Sense Of Control Sets Great Leaders Apart From Good Ones
The current leaders have experienced a once-in-a-century global financial crisis and a pandemic. The pace of change and disruption is relentless, and what distinguishes good leaders from great ones is the ability to exist in a state of uncertainty, without rushing into premature closures. This leadership quality is known as ‘negative capability’.

Negative capability was first described by the poet John Keats as the ability to embrace uncertainty, mystery, and doubt without seeking quick answers and explanations. It is our capacity to dwell on the unknown and the complex rather than rushing to find definitive solutions.

Several forward-thinking companies have embraced negative capability, either intentionally or organically, by fostering cultures that tolerate ambiguity, encourage experimentation, and resist rigid thinking.

In a world with increasing uncertainty, negative capability can be leveraged as a competitive advantage, especially where a sense of overwhelm and apprehension rule as reactions to uncertainty.

How To Develop Negative Capability

1. Develop purposeful engagement with complexity, and distinguish trivial ambiguities from substantive ones that are hard to ignore.

2. How we talk about uncertainty makes all the difference. The negative capability language aims to acknowledge the ambiguity without creating panic.

3. Negative capability requires demonstrating greater resilience during times of change, by projecting confidence without certainty and direction, and without trying to find premature closures.

4. Normally, there is pressure to immediately handle complex challenges, which can create reactive responses. Instead of structuring in deliberate thinking time, it is great to develop depth for understanding rather than reacting.

Uncertainty Can Be An Opportunity

​➤ In ever-changing and disruptive business environments, where organisations are navigating change and uncertainty successfully, they demonstrate a greater strategic adaptability to make incremental changes with great speed and dexterity. This also leads to greater employee engagement during times of change as they feel less panic and are less overwhelmed with the uncertainty.

​➤ In times of uncertainty, embracing co-creation and collaboration becomes increasingly vital, as diverse perspectives enrich problem-solving and innovation. By involving various stakeholders, teams can develop solutions that are more aligned with users’ needs and contexts.

​➤ Plus, disruption and challenges can enhance creativity and problem-solving, as they compel teams to focus on resolving issues rather than dwelling on complaints.

​➤ Leaders who tolerate uncertainty tend to make better long-term decisions by avoiding rushed conclusions and fostering environments where dissent and dialogue are encouraged.

Negative capability then becomes a strategic advantage when it permeates across levels within an organisation.

Negative capability is not about passive acceptance of uncertainty, but active openness to it. It is the willingness to dwell in the unknown until deeper wisdom emerges. In a world that is obsessed with quick fixes and black-and-white thinking, mastering the skill of negative capability can lead to wiser decisions.

(The writer is CEO, Capstone People Consulting)