Why Giving People the Space to Think Through Complex Organisational Problems Matters
In a world where rapid decision-making and quick action is celebrated are often prized, the value of thoughtful, reflective problem-solving is often overlooked and even more often ‘too hard’. Yet, when it comes to complex organisational challenges – like designing a new structure or deciding what ways of working align to your business strategy , providing the time and space to think deeply can be the difference between success and failure. Not only in the quality of the solutions that you come up with, but also the extent to which your stakeholders truly understand what the options are and how much they support the ideas that you agree on.
Organisational design issues are intricate, involving a balance of strategy, people, processes, and culture. Solving these problems requires more than just data and quick fixes and copying what other organisations have done; it demands creativity, critical thinking, and debate. It requires people who can step out of ‘how we do it now’ and into ‘how might it be done?’ To arrive at truly effective solutions, people need the mental and temporal space to explore, experiment, and reflect. And as the person who leads these processes, your responsibility is to create this space in the design processes that you run.
Complexity Demands Deep Thinking
Organisational design is inherently complex because it touches every part of an organisation, from roles and responsibilities to workflow and decision-making processes. Unlike routine operational decisions, which can often be handled quickly, organisational design problems require a deeper analysis of how various elements interact. For example, a redesign of a business’s structure may impact everything from internal communication channels to external customer relationships. If leaders attempt to address these issues without giving adequate time for deep thinking, they risk implementing solutions that are surface-level and unsustainable.
Deep thinking is essential because it allows you to uncover underlying issues that might not be immediately apparent. A poorly functioning team, for example, may not just be the result of interpersonal conflicts but could stem from mismatched incentives, unclear reporting lines, or ineffective communication structures. By allowing people the time and space to engage in reflective thinking, organisations can surface these hidden dynamics and address them more effectively.
Brains need space
The human brain needs cognitive space to process complex information and arrive at innovative solutions. When employees are bombarded with constant meetings, tight deadlines, and a pressure to make decisions quickly, they may be forced to rely on shortcuts or default solutions that don’t account for the full scope of the problem. In contrast, providing space for people to think—whether through structured time away from daily tasks, workshops focused on problem-solving, or simply reducing the pressure of immediate decision-making—allows for deeper cognitive processing.
Cognitive space gives employees the chance to explore different ideas, reflect on how they think about them and consider long-term implications, rather than jumping to conclusions based on incomplete information. Organisational redesign is never about choosing between simple, clear-cut options; it demands balancing trade-offs and incomplete answers, as well as any number of hypothetical scenarios. These kinds of decisions require time to think through the consequences and anticipate potential ripple effects.
Better design means doing things differently (aka creativity)
Creativity and innovation flourish when individuals have time to think without the constraints of immediate decision making. When people are given the space to reflect on complex issues, they can tap into their creative problem-solving abilities. They may be able to draw on a broader range of experiences, consider unconventional approaches, and experiment with new ideas. Plus – the more time they have to think, the more time they have to test their ideas with others and seek different perspectives.
For example, in designing a new organisational structure, a team that has been given time and space might consider different solutions, such as adopting hybrid or networked structures, which could more effectively address the unique challenges their business faces. When the pressure to come up with instant answers is removed, the quality of the solutions improves.
Plus allowing space can lead to more collaborative and inclusive decision-making. Instead of relying on top-down mandates, organisations that provide time for reflection often foster more open discussions and debates across different levels of the organisation. This collaborative atmosphere encourages diverse ideas, perspectives, and solutions, which in turn lead to better thought through design.
Fast decision making creates stress
Providing people with the space to think also has significant benefits for their well-being. Constant pressure to make quick decisions can lead to burnout, stress, and reduced productivity. This is made worse when the decision is considered particularly important or impactful – who wants to be asked to decide what jobs to impact in a one hour meeting? (hint – we don’t recommend doing this). When people are given time to reflect and work through problems at a more thoughtful pace, in a way that suits their personal thinking style, they experience less stress and are more likely to stay engaged and motivated. In the long run, this increases their enjoyment of the work and sense of purpose and connection to the outcome.
Organisations that promote thoughtful problem-solving rather than rushing to implement quick fixes also demonstrate that they value the intellectual contributions of their employees. Isn’t that the type of organisation that you would rather work with?
Sustainable solutions
Quick decisions may address immediate symptoms, but they often fail to resolve root causes. By contrast, when people are given the space to think through complex issues, the solutions they devise are often more sustainable and better aligned with the organisation’s long-term strategy and values.
Leaders who understand the importance of this space for thought encourage a culture of reflection and inquiry. They recognize that organisations are not static; they must evolve with the needs of the business, the market, and the work. When people are allowed to engage in deep, reflective thinking, they are better equipped to adapt to changes and help the organisation navigate future challenges more effectively.
So, as you start to sketch out how you will run your redesign process – whether this is for an organisation, a team or a new way of working, stop and think – where are you creating space for the thinking to happen?
