Understanding Leadership: How to Diagnose Technical and Adaptive Challenges

Leadership is often defined by the ability to solve problems, but not all problems are created equal. Some issues are straightforward and can be addressed with existing knowledge and expertise, while others require more profound, transformative changes. These two types of challenges—technical and adaptive—require different approaches from leaders. But how can leaders diagnose whether a challenge is technical or adaptive, and why does it matter? Let's explore the distinction and how getting it right can lead to better outcomes.

Ø  What Are Technical Challenges?

Technical challenges are problems that fall within our current understanding and expertise. They are familiar, and solutions can be found within established systems or processes. It’s not necessarily that these problems are simple; they might be quite complex. However, the key point is that someone, somewhere, knows how to solve them.

Consider a heart surgeon performing a complex operation. While heart surgery is undoubtedly difficult, it’s a technical challenge because there is already a wealth of knowledge and tools available to the surgeon. The expertise and systems to tackle the problem are in place. The same principle applies to many everyday problems: When your car breaks down, you go to a mechanic. When you have a legal issue, you consult a lawyer. These professionals are not leading; they are doing their jobs, applying their expertise to a technical problem.

In our personal lives, we handle technical problems all the time. If we’re hungry, we make a meal or buy one. If our phone breaks, we get it repaired or replaced. Society has provided us with systems—economic, social, political—that allow us to solve these problems routinely. Technical challenges are part of everyday life, and we generally know how to manage them without needing leadership.

Ø  Adaptive Challenges: The Real Test of Leadership

Adaptive challenges, on the other hand, require more than just applying expertise. These are problems for which the solution is not yet known. They involve situations that demand new thinking, the development of new skills, or a transformation in behaviour. Adaptive challenges often arise when there is a gap between where we are and where we want to be, and we lack the current capacity to bridge that gap.

A good example of an adaptive challenge is the global response to climate change. While technical solutions (such as renewable energy technologies) exist, the larger adaptive challenge is shifting societal behaviours and attitudes towards sustainability. No one person or authority can simply fix this problem; it requires a collective effort to build new capacities, change habits, and possibly even reconsider deeply held values.

In business, adaptive challenges can emerge during times of major industry disruption. For example, the rise of digital technology has forced many companies to rethink their business models. Leaders in such situations can't rely solely on technical solutions (like upgrading software); they need to engage their teams in reimagining how they operate, which can be uncomfortable and uncertain.

Ø  Misdiagnosing the Problem: The Common Pitfall 

The most common mistake leaders make is misdiagnosing an adaptive challenge as a technical one. When leaders treat an adaptive problem as if it could be solved with expertise or quick fixes, they fail to address the underlying issue. This often results in frustration, as the problem persists despite various attempts to resolve it.

Think of it this way: if a doctor only treats the symptoms of a patient’s illness without addressing the root cause, the patient is unlikely to get better. Similarly, when leaders apply technical solutions to adaptive challenges, they may see short-term improvements, but the deeper problem remains unresolved.

A good example of this is the healthcare industry’s approach to lifestyle diseases like diabetes. While medical treatments (like insulin) provide temporary relief, the adaptive challenge is encouraging patients to change their diets and lifestyles—a much harder task that requires new behaviours, mindsets, and ongoing commitment.

Ø  The Role of Leadership in Adaptive Challenges

Leadership plays a critical role in diagnosing and addressing adaptive challenges. While technical problems require expertise, adaptive challenges require leaders who can mobilise people to build new capacities and face difficult truths. This often involves:

1. Framing the Right Questions: Adaptive challenges don’t come with clear instructions. Leaders must identify the right questions to ask. Instead of focusing solely on “How can we fix this problem?” they might ask, “What changes do we need to make to thrive in the future?”

2. Engaging Stakeholders: Adaptive challenges can’t be solved by a single leader or expert. They require a collective effort. Leaders must engage people at all levels of an organisation (or society) to contribute to the solution. This often means navigating resistance, as people are naturally hesitant to embrace change, especially if it involves loss or uncertainty.

3. Creating a Safe Environment for Change: People resist change not because they fear the unknown, but because they fear the losses that might come with it—loss of competence, comfort, or even identity. Leaders need to create environments where people feel safe to experiment, fail, and grow. This might involve fostering a culture of learning and adaptation, where mistakes are seen as opportunities for growth rather than failures.

4. Encouraging Long-Term Thinking: Unlike technical challenges, which can often be solved quickly, adaptive challenges require long-term commitment. Leaders must keep people focused on the long game, even when progress is slow or the outcomes are unclear. 

Ø  Recognising When a Challenge Is Adaptive

How can leaders tell if a problem is adaptive? There are several indicators:

- The problem persists despite repeated attempts to solve it. This suggests that the usual technical fixes aren’t working because the underlying issue hasn’t been addressed.

- There is significant uncertainty or disagreement about how to solve the problem. If experts offer conflicting advice or if people are unsure about the way forward, this might be a sign of an adaptive challenge.

- The solution requires changes in people’s values, beliefs, or habits. If the problem demands that people rethink their behaviours or make sacrifices, it is likely an adaptive challenge. 

In many cases, challenges are a mix of both technical and adaptive elements. A leader's job is to diagnose which parts of the problem require technical expertise and which parts need new capacities to be built. For instance, in managing a public health crisis like HIV, part of the solution is technical (medicine), but the larger adaptive challenge is getting people to change risky behaviours.

Ø  Leadership as a Practice of Adaptive Work

Ultimately, leadership in the face of adaptive challenges is about mobilising people to close the gap between their aspirations and their current reality. It involves helping people develop new skills, adopt new behaviours, and sometimes redefine their values. This kind of leadership requires patience, humility, and a willingness to accept that the solutions won’t come quickly or easily.

In conclusion, diagnosing whether a challenge is technical or adaptive is critical for effective leadership. Technical problems require expertise, while adaptive challenges require leaders to guide people through the discomfort of change. By recognising the difference, leaders can avoid the common pitfall of applying the wrong solution and instead mobilise their teams to meet the real challenge head-on. Leadership, in this sense, is not about providing all the answers, but about helping others find them.