The term “VUCA” is an acronym developed by the U.S. Army War College in the mid-80’s to describe the international environment developing after the Cold War. Drawing on the very credible leadership theories of practitioners such as Warren Bennis, the terms volatility, uncertainty, complexity, and ambiguity were developed to describe these evolving conditions. As you review the definitions of these words below it becomes readily apparent that we live in a “VUCA” environment today.

Volatility: tendency to change quickly and unpredictably; to erupt in violence or anger.  
 

Uncertainty:the state of being uncertain; unknown; doubt; hesitancy.                              

Complexity: the state of being complex; intricacy.                                                                  

Ambiguity: doubtfulness or uncertainty of meaning or intention; unclear or indefinite meaning.

A central objective of the army was to train and equip leaders who would be resilient, adaptive, and effective in this potential warfare arena. The idea was not to put aside core competencies of leadership training, but rather to enhance core competencies so-as-to better distinguish and enhance leadership skills and abilities. 

Around 2002 the term VUCA began to take root in other disciplines such as corporate warfare, strategic leadership studies, graduate school curricula, etc. A cursory check on the internet will reveal numerous articles about VUCA from a variety of disciplines and human activity.

The efficacy of having a “VUCA” mind-set is all-the-more apparent with the arrival of COVID-19 into the mix. As MAGNUS Leaders, we must be prepared to lead, guide and train others to effectively deal with volatility, uncertainty, complexity, and ambiguity in the various aspects of our lives.

Leaders can employ what I call “VUCA-2” or “Counter VUCA” - To Volatility the leader must respond with Vision and Virtue. Clarity of Vision for the future and demonstrate the moral quality of Virtue; to Uncertainty respond with Understanding and Unction. 

Understanding of the times and seasons/Responding with Unction, anointing and spiritual fervor; to Complexity respond with Courage and Commitment. Courage to face and deal with the issues/Commitment to the Cross of Christ; to Ambiguity respond with Adaptability and Action. Adaptability in dealing with the challenge of fast-paced changes/Action to resist the advances of evil and the comforts of safety and the risk averse mentality.

Leaders must consistently be alert and identify and out-maneuver this quad-of-adversaries, intentionally and deliberately to deliver results.