Rocky Road and Roller Skates: Complexity Theory

Do you feel like there is room for you - not just your functional, professional version of you, but the actual human being you -- in your workplace? In this episode of The Unknown Knowns, Dr Angela Lewis discusses relatedness, the third and final element of Self-Determination Theory. She argues that people need more than simply being part of a team or getting along with their colleagues to feel true relatedness. They need to feel valued as individuals and the recognition that their contributions make a difference. From why mandatory fun isn’t really fun at all to why you can be highly social and still feel completely alone, this episode dives into how organisations can build environments where people feel psychologically safe and able to contribute and their authentic professional selves. Because genuine belonging isn’t about making everyone socialize, agree or fit into a particular workplace mould. It’s about creating an environment where people know they matter, their expertise is valued and their weird, off-the-wall thoughts won’t result in judgement or ridicule. This is the third and final episode in a three-part series exploring Self-Determination Theory and its implications for leadership and professional judgment.Enjoying The Unknown Knowns? Subscribe here to never miss an episode: https://go.sibylline.com/podcast

What happens when the tools that make us more efficient start removing some of the experiences through which we used to become competent?In this episode of The Unknown Knowns, Dr Angela Lewis explores competence and what happens to human competence when the algorithm starts doing the work through which humans used to develop that competence. Every time we wrestle successfully with a problem, we’re not just getting an answer. We’re accumulating evidence that says, “I can handle harder things than I could before”. Increasingly, AI can take us from “I don’t know” to “here is a beautifully written and extremely plausible answer” in seconds. And, while this is incredible, it removes some of the developmental friction we need to learn something. Intelligence professionals still need to recognise if the answer produced by AI is valid, and consider the sources, assumptions, gaps and inferences made by the algorithm. So, what should leaders, teachers and mentors actually do? They need to ensure they are still developing people who know what to do with the answers AI provides. And sometimes, that means being intentional about wrestling with the problem. Because competence is not just: “I know how to perform this task”. It is increasingly “I can encounter something I haven’t seen before and figure out how to approach it.”This is the second episode in a three-part series exploring Self-Determination Theory and its implications for leadership and professional judgment.Enjoying The Unknown Knowns? Subscribe here to never miss an episode: https://go.sibylline.com/podcast

How much freedom should we give people whose job is to think independently? And when does autonomy become abandonment?In this episode of The Unknown Knowns, Dr Angela Lewis explores the relationship between autonomy, motivation and effective leadership, particularly in intelligence environments where independent judgment is essential. Drawing on Self-Determination Theory and her own leadership experience, she challenges the assumption that autonomy means independence, examining how meaningful ownership, competence and connection work together to foster better judgment, engagement and professional development.She also considers what this means for leaders managing intelligence professionals: how do we encourage independent thinking without sacrificing collaboration and accountability? When does oversight become micromanagement, and when does empowerment leave people without the support they need? From the dangers of excessive control to the risks of autonomy without adequate support, Angela explores how leaders can adapt the freedom they give their teams as competence develops, creating space for independent judgment without losing sight of organisational objectives.Because effective leadership isn't about getting people to think exactly like you. It's about helping them become increasingly capable of thinking well without you.This is the first episode in a three-part series exploring Self-Determination Theory and its implications for leadership and professional judgment.Enjoying The Unknown Knowns? Subscribe here to never miss an episode. https://go.sibylline.com/podcast

What happens when we erase the parts of history that don't fit the stories we want to tell?In this episode of The Unknown Knowns, Dr Angela Lewis explores how the preservation, distortion and deliberate erasure of history shape not only our understanding of the past, but also what we consider possible in the future. From the ancient Egyptian pharaoh Hatshepsut, whose legacy was deliberately obscured, to modern information environments, she examines how historical narratives influence perceptions of legitimacy, shape behaviour and determine which futures we consider possible.She also considers what this means for intelligence professionals and the age of AI: how do we remain objective when evidence challenges the narratives we want to believe? And as AI increasingly relies on the information we choose to preserve, what happens when we lose not just facts, but the reasoning, context and dissent behind them? Because preserving history isn't simply about understanding the past. It's about protecting our ability to make informed decisions today and keeping possibilities open for tomorrow.Enjoying The Unknown Knowns? Subscribe here to never miss an episode. https://go.sibylline.com/podcast

What makes some people look at an unfamiliar problem and think, I can figure this out?In Part II of Figure-It-Out-Ology, Dr Angela Lewis explores the psychology behind our ability to navigate challenges we don’t yet know how to solve, from self-efficacy and resilient self-talk to productive struggle, identity and the experiences that teach us to trust our own ability to adapt.She also considers what this means in the age of AI: when answers are increasingly easy to obtain, could removing too much friction also remove valuable opportunities to learn? And what can parents, teachers and leaders do to help others develop the confidence and capability to find their own way forward? Because sometimes the most valuable thing we gain from solving a difficult problem isn’t the answer, it’s the evidence that we can solve difficult problems.Enjoying The Unknown Knowns? Subscribe here to never miss an episode. https://go.sibylline.com/podcast

What do you do when you don’t know the answer? We tend to think of expertise as having the answers. But what about knowing what to do when you don’t?In this episode of The Unknown Knowns, Dr Angela Lewis explores what she calls “figure-it-out-ology”: the ability to recognise the limits of what you know and still find a way forward. From intelligence targeting to Hawaiian sea turtles, Angela examines how experts learn to see what others might miss, identify the gaps that actually matter, know where knowledge lives, and adapt when the usual playbook no longer fits. Because sometimes the most valuable skill isn’t knowing the answer – it’s knowing how to figure it out.Enjoying The Unknown Knowns? Subscribe here to never miss an episode. https://go.sibylline.com/podcast

What is your best alternative if the deal in front of you falls through?In this episode of The Unknown Knowns, Dr Angela Lewis explores BATNA, or Best Alternative to a Negotiated Agreement. This negotiation concept offers a useful framework for decision-making far beyond the negotiating table.Using stories ranging from a heavily discounted necklace in a Pakistani souq to job offers, university choices and organisational decisions, Angela examines how anchoring, sunk costs, loss aversion and status quo bias can distort our judgement.Join the Sibylline Media mailing list: https://mailchi.mp/sibylline.co.uk/podcastsignupInstagram: https://www.instagram.com/sibyllineltd/?hl=enLinkedIn: https://www.linkedin.com/company/sibylline-ltd/YouTube: https://www.youtube.com/@sibyllineTVSibylline website: https://www.sibylline.co.uk

What happens when the system you're trying to understand keeps changing?In this episode of The Unknown Knowns, Dr Angela Lewis explores complexity theory and the difference between complicated systems and complex adaptive systems. Using a childhood story about roller skates, a broken arm and a hospital waiting room, she explains how people, organisations, markets and adversaries adapt to one another and change the environments they operate in. Angela also explores feedback loops, emergence, tipping points and the Cynefin framework, including the value of “probe, sense, respond” when prediction is not enough. Complexity does not mean anything can happen; it means the system gets a vote.Join the Sibylline Media mailing list: https://mailchi.mp/sibylline.co.uk/podcastsignupInstagram: https://www.instagram.com/sibyllineltd/?hl=enLinkedIn: https://www.linkedin.com/company/sibylline-ltd/YouTube: https://www.youtube.com/@sibyllineTVSibylline website: https://www.sibylline.co.uk#ComplexityTheory #IntelligenceAnalysis #DecisionMaking #Leadership #CriticalThinking #Intelligence #Tradecraft

What happens when the world changes but your mental model does not?In this episode of The Unknown Knowns, Dr Angela Lewis explores Bayesian reasoning through the unlikely lens of the 2006 animated film Over the Hedge. When a group of woodland animals discovers that a giant hedge has appeared across their familiar environment, they are forced to confront a problem that intelligence professionals, leaders and decision makers face every day: how do you respond when new evidence challenges what you thought you knew?Angela examines the difference between stubbornly clinging to an outdated assessment and overreacting to a single dramatic development. Bayesian thinking offers a middle ground, helping us update our beliefs in proportion to the evidence rather than abandoning the entire map every time something unexpected appears.Join the Sibylline Media mailing list: https://mailchi.mp/sibylline.co.uk/podcastsignupFollow Sibylline on Instagram: https://www.instagram.com/sibyllineltd/?hl=enFollow Sibylline on LinkedIn: https://www.linkedin.com/company/sibylline-ltd/Watch Sibylline on YouTube: https://www.youtube.com/@sibyllineTVFor more information: https://www.sibylline.co.uk

What makes analysis trustworthy? It is not simply the quality of the information or the confidence of the analyst. It is the quality of the thinking that connects evidence to judgement.In this episode of The Unknown Knowns, Dr Angela Lewis explores the role of structured analytic techniques in making reasoning more transparent and easier to challenge. From questioning key assumptions and generating alternative explanations to identifying inconsistencies and testing competing hypotheses, structure can help analysts avoid becoming trapped by the first explanation that fits. But structure has its own risks. Techniques can become performative, with organisations focusing on completing the process rather than genuinely challenging their thinking. The episode considers why the right question is not simply which technique to use but what could go wrong with our thinking and which approach is best suited to exposing that weakness. Join the Sibylline Media mailing list:https://mailchi.mp/sibylline.co.uk/podcastsignupIf you enjoyed this episode, let us know by liking, subscribing or leaving a review.You can also contact us with any questions or feedback at [email protected] us on Instagram:https://www.instagram.com/sibyllineltd/?hl=enFollow us on LinkedIn:https://www.linkedin.com/company/sibylline-ltd/Follow us on YouTube:https://www.youtube.com/@sibyllineTVFor more information, visit our website:www.sibylline.co.uk