Uncertainty, Proactivity, and Innovation

In the current business world, individuals are surrounded by uncertainty. Uncertainty permeates our professional life not only during times of crises such as the Covid-19 pandemic, but also in daily activities, due to fast-paced technological advances, new time and space dynamics of work organization, a more dynamic job market, and the most diverse work force ever. In general, uncertainty is seen as something undesirable that should be avoided, minimized, or simply “managed”. However, the recently developed uncertainty regulation theory suggests that this view is limited, as it neglects the active seeking of uncertainty and positive outcomes stemming from it. With this project, we aim to test and extend uncertainty regulation theory by studying people’s uncertainty mindset, defined as one’s beliefs about the characteristics of uncertainty. We envison that the adoption of a more comprehensive approach of uncertainty regulation, particularly moving beyond the narrow view of uncertainty as just a threat to minize, can lead to desirable outcomes at work, such as reduced stress and anxiety, increased well-being, and improved performance. We utilize an interventional approach to change people’s uncertainty mindset and facilitate the achievement of these and other desirable outcomes. For more information on this project, contact .

Many people feel that they are living in unusually uncertain times. Rapid
technological change, political conflict, economic pressure, and shifting
social norms can all intensify subjective feelings of uncertainty. But how do
people navigate this uncertainty in ways that support, not undermine, workplace collaboration, social cohesion, or even democratic functioning? In this line of research, we examine psychological self-regulation: how individuals appraise and regulate uncertainty, and how these processes differ between them and across types of societal change they perceive. Our goal is twofold: to understand how individuals can more constructively regulate uncertainty (both increasing and decreasing it), and to explore how organizations can create environments that enable people to do so.
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Effective work performance inherently involves some degree of uncertainty. Leaders, therefore, play a crucial role in shaping how their teams appraise and manage it. This research explores how leaders can regulate uncertainty within teams to maintain an optimal level: one that aligns with the team’s resources and goals. At times, more uncertainty can stimulate motivation and innovation; at other times, less uncertainty helps teams meet specific milestones within a given timeframe. Drawing on theories of teamwork, leadership, and self-regulation, we identify pathways through which leaders can adjust their behaviors to either reduce or increase uncertainty as needed. Our aim is to understand how leaders can create conditions for balanced uncertainty appraisal that support well-being, performance, and innovation.
For more information please contact .