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Untangling. What is it?
Dr. Marcia Ruben has over 30 years of experience as an organization development and executive leadership consultant and coach. Clients call Ruben Consulting Group when they have tough, messy challenges that involve unproductive human dynamics. Over two decades ago, she noticed a shift in the business world – problems were becoming increasingly intricate and demanding. The traditional leadership methods she'd mastered no longer cut it. In search of answers, Marcia embarked on a pioneering journey back to academia to delve into groundbreaking research.
Have you ever been faced with a complex, strategic business challenge?
If so, you know how difficult it is to wrap your arms around the situation to find the best solution. Consider that most situations are complex for any number of reasons. Dr. Marcia Ruben coined the terms "Tangleology™, Organizational Tangles®, and Leadership Tangles®" to describe and illuminate the hidden yet pervasive forces that lurk in every organization. Our job is to facilitate processes that help you redirect misguided energy so that you can achieve optimal results with an inspired, motivated, and productive workforce.
Marcia's Original Research Study
Marcia's 2006 doctoral research study focused on unspoken and hidden challenges lurking in every organization. The results of her study provided new insights for deconstructing complex, messy business challenges and identifying distinct phases and patterns. She began referring to the recurring patterns she identified as "tangles" and identified leadership capabilities needed to lead in volatile, uncertain, complex, and ambiguous (VUCA) times. Her results help researchers and leaders understand ways leaders, middle managers, and employees make sense of complex, volatile situations. They suggest that members of groups interpret complex situations based on their own and each other's sense of personal power and competence. These interpretations are deeply intertwined with emotional reactions and quickly contribute to "us" versus "them" thinking and behavior.
Overlay of Recent Neuroscience and Leadership Insights
Recent neuroscience research underscores these findings and adds further insight. Humans evolved as social beings; our brains are finely attuned to social cues. We detect both threats and rewards as we interact with others. Yet, we have five times as many circuits that pick up threats. So, we react much more strongly to threats than to rewards.
We are also wired to connect—and feel most comfortable—with those similar to us. We crave certainty, autonomy, and equity. All of these social domains are threatened when things become chaotic and uncertain. We become afraid. We experience negative emotions, which in turn lead to unproductive behavior. Alliances form—with those deemed similar to us and against those perceived as different. The similarities and differences may be based on status, power, corporate functions, ethnicity, gender, age, social perceptions, etc. These alliances can quickly become unproductive subgroups that malign and sabotage others.
The Good News
With knowledge and awareness, we can learn to manage these unproductive tendencies when facing uncertainty, volatility, complexity, and ambiguity (VUCA). The new insights gained from Marcia's research, strengthened by neuroscientific evidence, complexity science frameworks, emotional intelligence skills, and adult development methodologies, provide leaders with solid guidance for moving from "us versus them" to "we" thinking and behavior in unpredictable business situations. Our approach is about confronting challenges and transforming them into opportunities for growth and collaboration. Let us guide you from "us versus them" to a collective "we," navigating the complexities of modern business with confidence and strategic foresight.