During explosive growth or times of uncertainty, organizational leaders often face a critical dilemma: They’re expected to make important organization design decisions at a moment when clarity is missing. Many hold off, waiting for more data, a finalized strategy, or a shift to settle. But by the time that information arrives, the ground has already shifted. 

If this feels familiar, you’re not alone. Organization design doesn’t happen in a vacuum. It unfolds amid changing goals, evolving team structures, new roles, and often, rapid scaling. The assumption that we must wait until the "full picture" is available often leads to inaction or misaligned structures. To stay nimble and agile, leaders must make thoughtful, timely choices—even when the pieces aren’t all in place.

This is where understanding decision-making contexts becomes crucial.

Decision-Making Contexts

To navigate uncertainty effectively, it helps to examine the nature of the situation the organization or its leaders are in. Not all challenges are created equal, and not all decisions should be approached the same way. A helpful way to make this distinction comes from the Cynefin Framework, developed by Dave Snowden. This model outlines five domains of decision-making context:

• Clear: Cause and effect are obvious; best practices apply.
• Complicated: Expert analysis is needed; multiple right answers exist.
• Complex: Patterns emerge only in retrospect; experimentation is key.
• Chaotic: No clear order; immediate action is required to stabilize.
• Confusion: It's unclear which domain you're in; sense-making is the priority.

Rapid growth pushes many organizations into the complex or chaotic zones—where traditional decision-making methods often fail.

How to Act When You're in the Complex Zone

Decision-making in the "complex zone" (see framework above) isn’t about getting it right from the start. It’s about:

• Taking small, safe-to-fail actions.
• Observing what works (and what doesn’t).
• Responding and adjusting based on learning.

This "probe-sense-respond" approach allows patterns to emerge organically. Leaders can tune into those signals, interpret them collaboratively, and respond quickly.

Organizational Design That Evolves With You

Designing in complexity and at a fast pace means creating structures that can evolve. Waiting for perfect clarity might delay needed support, while locking into rigid frameworks too early can suffocate natural developments.

What helps instead is creating just enough structure—and making it easy to adapt:

• Use flexible, cross-functional teams to explore emerging needs.
• Define accountabilities broadly to allow for growth and adjustment.
• Apply lightweight frameworks for decision-making.

This approach doesn’t mean abandoning structure. It means building it in a way that aligns with the moment—and leaves room to evolve.

Moving Forward: What Leaders Can Do

When certainty is out of reach, leadership means creating forward motion anyway. Rather than holding back for the perfect moment, effective leaders embrace adaptive thinking, encourage experimentation, and make sense of emerging signals in real time.

By tuning into what’s beginning to shift and responding in smaller, more intentional ways, leaders can create conditions for their teams and organizations to lean into what’s next.

Key takeaways for leaders:

• Don’t wait for perfect clarity—it rarely arrives.
• Learn to recognize your current context and match your approach accordingly.
• Design for learning: Focus on early signals, flexible processes, and fast feedback.
• Try small experiments that reveal what’s emerging—and build from there.

From Static Blueprints to Living Systems

When organizations operate this way, organization design stops being a one-time, top-down event. Instead, it becomes a participatory, ongoing process.

This also requires a mindset shift: away from prediction and control, and toward sensing and navigating. The question isn’t, “What’s the ideal structure for the next three years?” but rather, “What design helps us move forward now, while staying open to further changes and refinements?”

By acting early, engaging deeply, and spotting patterns before they solidify, organizations can build structures that are not only resilient but adaptive and alive.

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