The ambiguity of the postpandemic world is merely a continuation of the high degree of uncertainty that existed in the VUCA global environment pre-COVID. As Colonel Eric G. Kail noted in an August 2013 blog post, previous studies on ambiguity have yielded an understanding that “it is one of the leading causes of conflict within a business unit, impossible to diagnose from a singular perspective, and its second- and third-order effects are capable of dismantling an organization.”1 Identifying, assessing, and addressing ambiguity then, is paramount to an organization’s sustainability. To diagnose ambiguity within an organization, Kail identified “Two symptoms frequently associated with ambiguity: the inability to accurately ...
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