To this end, organisations should focus on the following three principles when solving complex problems in a virtual environment:
Create a space
Addressing multiple issues often requires balancing the needs of different stakeholders and can provoke emotionally charged debates: for example, an organisational design programme that could change the nature of roles and reporting, or cultural transformation initiatives that require systematic addressing of deep-rooted challenges. In a physical environment, the approach would be to convene the parties concerned in joint working meetings. The problem would be divided into individual components and participants would work together to create a solution.
In a virtual environment, it is crucial to provide a specialised forum for this purpose, where participants can put aside their daily worries and fully concentrate. It is important to ensure a combination of interaction modes. For example, when discussing sensitive topics, a productive approach might be to allow individual reflection rather than detailed discussion in small groups. Individuals thus have time and space for receiving the message, a constructive response and productive conversation. It also helps avert over-passionate discussions that can complicate and prevent constructive dialogue.
Set conditions for honest sharing
For emotionally and politically complex discussions, it is crucial to create an atmosphere in which participants can be frank. An informal chat over morning coffee can help break boundaries. In a virtual environment, creating a sense of belonging requires a little more thought.
Openness is important but, when dealing with sensitive topics, it might be uncomfortable for many individuals to share certain points with a large group. In these cases, consider using additional platforms, such as online surveys or live survey techniques.
Give people the opportunity to create their own path
In recent months, many organisations have let teleworkers set their own working conditions for their tasks. This sense of ownership is key to striving for lasting change. It generates creative approaches, which in turn activate the driving force needed to solve projects together.
A common theme of many complex challenges is that participants feel powerless to make changes and believe that real solutions are unattainable. Conversations that lead to real and practical changes can help. This requires the involvement of those affected by the design of these solutions. This will mean that the proposed solutions will be not only better thought out, but also more likely to be sustained.
When people see their own contribution to the design of outputs, they are more likely to be determined to turn them into reality.
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