Why Negative Capability is the Backbone of Achievement, Part 2

People like cast-iron certainty and steadfastness.  We expect decisive action by our leaders in government, work, medical care and place of worship.  But this culture of performative certainty is especially prevalent in business.  Organizations applaud those who are not just confident… but overconfident.  We hire and promote those who are bullish and brazenly certain of every step while those who are modestly unsure, vague or hesitant are seen as weak and incapable.  However, this demand for societal and organizational certitude is a problem because it is in moments of ambiguity and stillness that we often find clarity and direction.  It is from indecision and inaction that epiphanies and breakthroughs emerge.

That is the value of Negative Capability.  Negative Capability is when a person is “capable of being in uncertainties, mysteries and doubts, without any irritable reaching after fact and reason.”  A person with high negative capability can tolerate ambiguity; embrace the unknown and be comfortable with it.  Negative Capability creates an “intermediate mental space” wherein a person can continue to think about difficult situations — even when there is no clear path or answer – without leaping into action.  Whereas positive capability supports ‘decisive action‘, negative capability supports ‘reflective inaction‘ — the ability to resist diving into action and routines when leading at the limits of one’s knowledge, resources and trust.  As a result, those who have Negative Capability are more likely to succeed because they’ve made wise decisions.  But, development of Negative Capability is difficult when societal and organizational culture is dominated by those who value control and performance.

Why Negative Capability is Essential

In a culture dominated by control, certainty and forward motion, this push for confident, certain action can be detrimental because it:

1. stifles innovation and creativity.  The pressure to perform can shut down creative exploration and experimentation. Businesses prioritize immediate results over long-term, uncertain ventures, leading to a dearth of truly innovative ideas. 

For example, in 2019, H&M faced criticism for abandoning its Conscious Exclusive collection, featuring innovative eco-friendly fabrics like recycled plastic and organic cotton. While the company cited declining sales, insiders suggested cost pressures played a significant role. This missed opportunity could have revolutionized the industry.

2. hinders adaptability and resilience.  The inability to embrace uncertainty makes organizations vulnerable to disruption. Rigid adherence to plans and processes leaves no room for adjusting to unforeseen challenges or market shifts. 

For example, when Covid hit in 2020, some restaurants took time to assess the situation and consider options.  The situation was unprecedented, and it was hard to decide a course of action when science barely understood the virus.  Some restaurants waited… a period of reflective inaction.  Slowly, solutions emerged.  In time, savvy restauranteurs embraced Take Away, Outdoor Dining and Curbside Pickup strategies.  Smaller cafes that didn’t have the space for outdoor seating or a parking area began to sell pre-packaged foods.  These ideas didn’t materialize overnight. It took time for solutions to emerge.  

Other restaurants could not wait and took decisive action.  They felt pressured to find a path forward and acted in haste.  Case in point.  Sweet Tomatoes closed their 97 restaurants in May 2020, just three months into the pandemic.  Their business model relied heavily on salad bars and buffets, which inherently involved customers serving themselves.  At that time, health concerns and social distancing measures made that model untenable.  Unable to adapt quickly, they opted to close and failed to transition to the delivery or takeout models that eventually became the norm.

3. breeds a culture of blame and distrust.  The need for clear answers and someone to hold accountable fosters a blame game when things go wrong. This erodes trust and collaboration, hindering open communication and information sharing, vital for navigating uncertainty.

4. misses opportunities for growth.  With time and reflection, it is possible to learn from ambiguity and discomfort.  But, by refusing to accept a lack of clarity for a period of time, organizations miss valuable opportunities for growth and transformation.  Right now, for example, with AI making its debut, there are sure to be companies that act immediately to make changes to their company based on AI.  However, a period of quiet reflection might reveal new, better opportunities and ideas.

By embracing uncertainty, discomfort, and the lack of immediate answers, organizations can unlock creativity, resilience, and adaptability – crucial ingredients for thriving in today’s complex and ever-changing world.  Remember, negative capability isn’t about wallowing in chaos or being frozen in inaction.  It is about using the space of uncertainty as a launchpad for exploration, learning, and ultimately, progress.  So how does that work?

Balancing Certainty and Action against Uncertainty and Inaction

Business leaders need to strike a delicate balance between moving forward with confidence / certainty in their plans while also embracing Negative Capability when the way forward is not clear.  Confidence provides the driving force to execute plans and inspire teams, while Negative Capability allows for adaptability and innovation when the landscape is changing. This balance is crucial for navigating the complexities of the business world and achieving sustainable success.

How can certainty and ambiguity co-exist?  How can leaders know when to act and when to stand pat and think.  How do leaders, feeling pressure to act, develop Negative Capability and resist the urge to push ahead?  The good news is that Negative Capability can be developed.  The bad news is that developing it as a leader requires a conscious effort and a willingness to embrace discomfort. But it can be done.

Eight Ways to Develop Negative Capability

Here are some practical steps leaders can take to cultivate this valuable trait:

1. Embrace self-awareness and reflection.  Begin by developing a strong sense of self-awareness, understanding your reactions to uncertainty and how you handle ambiguity. Regularly reflect on your experiences and identify areas where you can improve your ability to tolerate discomfort and embrace the unknown.
2. Engage in diverse perspectives and experiences.  Actively seek out opportunities to engage with people from different backgrounds, cultures, and perspectives. Expose yourself to new ideas, ways of thinking, and approaches to problem-solving. This exposure will broaden your understanding of the world and enhance your ability to navigate ambiguity.
3. Encourage experimentation and risk-taking.  Foster a culture within your organization that encourages experimentation, learning from failures, and embracing calculated risks. Employees must feel comfortable making and learning from errors.  This environment allows everyone to test new ideas, adapt to changing circumstances, and develop a tolerance for uncertainty.
4. Delve into ambiguous situations.  Instead of avoiding ambiguous situations, intentionally seek them out as opportunities to practice Negative Capability. Engage in open-ended conversations, explore unfamiliar concepts, and try projects with uncertain outcomes. These experiences will gradually strengthen the ability to tolerate discomfort and embrace the unknown.
5. Embrace continuous learning.  Recognize that no one has all the answers and be open to learning from others. Approach challenges with a humble attitude, willing to admit mistakes and adapt your approach as needed. Continuous learning will enhance your ability to navigate uncertainty and make informed decisions.
6. Seek mentorship and guidance.  Seek out mentors or coaches who can provide guidance and support as you develop Negative Capability. Their experience and insights can help you overcome challenges and refine your approach to embracing uncertainty.
7. Practice patience and self-compassion.  Developing negative capability takes time and effort. Be patient and acknowledge progress along the way. Show compassion when there are setbacks and use those experiences as opportunities to learn and grow.
8. Seek professional help when needed.  If fear of uncertainty or excessive self-criticism is difficult to endure, get help from a counselor or advisor.

Every problem in business may need to be solved.  But not every problem has an obvious solution and not every problem can or should be solved right away.  Resist the pressure to act for the sake of acting.  When you least expect it, the way forward will emerge.

Quote of the Week
“The need for certainty is the greatest disease the mind faces.” Robert Greene

© 2023, Keren Peters-Atkinson. All rights reserved.

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