Navigating Ambiguity: A Guide for Emerging Leaders in Higher Ed

‘Your blind passenger’ (2010) by Olafur Eliasson

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Ambiguity as an Asset

In my years working on initiatives within higher education, one thing has become clear: ambiguity is unavoidable. The real question is how we navigate it. Whether ambiguity paralyses an institution or sparks innovation depends on how we respond. Yes, you read that right—ambiguity can be an asset. It’s not just a frustrating side effect of complexity; it’s a necessary feature of progress. For those stepping into leadership roles in universities, this realisation can either be liberating or terrifying. But here’s the truth: embracing uncertainty is what sets effective leaders apart.

“Yes, you read that right—ambiguity can be an asset. It’s not just a frustrating side effect of complexity; it’s a necessary feature of progress.”

Uncertainty is inherently uncomfortable. It disrupts routines, derails plans, and reveals flaws in systems we thought were sound. But in higher education, especially today, nothing is static. We’re balancing shifting government policies, rising student mental health concerns, evolving technologies, and increased pressure to prove the value of a degree. With universities increasingly expected to demonstrate their relevance not only in academics but in student wellbeing and employability, in such a volatile environment, clinging to rigid structures is a recipe for failure.

Connecting the Dots

Universities are inherently complex. Decisions rarely come from a central authority; they emerge from a web of departments, each with its own leadership, priorities, and pace. This decentralisation, while sometimes inefficient, is also crucial to protecting academic freedom—a principle that allows faculty to make decisions in the best interests of their disciplines and students, free from excessive top-down control.

“decentralisation, while sometimes inefficient, is also crucial to protecting academic freedom—a principle that allows faculty to make decisions in the best interests of their disciplines and students, free from excessive top-down control.”

Consider the US model of higher education, where faculty autonomy is embedded into the structure. This decentralisation isn’t just a tradition; it’s a safeguard for innovation and critical thought. Academic departments are granted independence to tailor their teaching, research, and support systems, which allows diverse ideas to flourish. However, autonomy comes with challenges, particularly in an age where cross-functional collaboration is essential for student success.

One of the most pressing issues in higher education is the disconnect between departments when it comes to student data. Multiple surveys reveal that a majority of higher education professionals and students said their institution’s data systems didn’t communicate effectively with one another. Without a centralised system, vital information—whether about academic performance, mental health, or financial support—remains siloed. This fragmentation often results in students falling through the cracks, as their needs aren’t fully seen or addressed across departments.

The solution isn’t to centralise decision-making, which would erode academic freedom, but to implement shared systems that enhance collaboration. A centralised CRM can provide the infrastructure for data sharing without impinging on departmental autonomy. Faculties retain control over their decisions, but with the added benefit of a holistic view of each student’s experience, ensuring no one is overlooked.

Taking Decisive Action

Ambiguity often leads to one of leadership’s greatest challenges: indecision. It’s easy to hesitate in the face of uncertainty, waiting for clarity that may never come. But here’s the catch—when everyone is waiting, nothing happens. The status quo persists, and meaningful change remains out of reach. Leading through ambiguity requires not just patience, but decisiveness.

“It’s easy to hesitate in the face of uncertainty, waiting for clarity that may never come. But here’s the catch—when everyone is waiting, nothing happens. ”

When I led the development of a major student engagement programme, we encountered endless competing priorities and conflicting expectations from stakeholders. The discussions seemed to loop indefinitely. But at some point, decisions had to be made. In a room full of experts with diverse opinions, perfect consensus is impossible. The key is to consolidate perspectives, make informed choices, and move forward, even when the outcome feels uncertain. Studies on decision-making in uncertainty, such as those from Harvard Business Review, show that being decisive doesn’t mean acting recklessly—it means knowing when to act and when to adapt. The difference between stasis and innovation often comes down to the courage to move.

Ambiguity Into Innovation

Leadership is not just about being accountable to a team or institution; it’s about recognising that you are a catalyst for the change you want to see. Ambiguity, far from being a barrier, is often the path to innovation. Some of the most transformative shifts in education have come from moments of uncertainty. Look no further than the rise of online learning during the pandemic. What began as a crisis response has become a strategic pillar, with a clear majority of university leaders in a QS report stating that they plan to retain hybrid models long-term. The pandemic forced us to rethink the very structure of higher education.

“ if we approach ambiguity with curiosity rather than fear, we can turn what feels like a barrier into a space for creativity.”

Similarly, if we approach ambiguity with curiosity rather than fear, we can turn what feels like a barrier into a space for creativity. It’s not about having all the answers from the start—it’s about creating conditions where new ideas can emerge.

Embracing Complexity

For any large, complex organisation, the road ahead will always be filled with uncertainty. But it’s this very ambiguity that holds the greatest potential for transformative change. In the fast-evolving landscape of higher education, where technology, policy, and student expectations are constantly shifting, waiting for perfect clarity is not an option. What we do have is the power to act decisively, to remain flexible, and to adapt as we go.

We must act, not in spite of ambiguity, but because of it. The stakes are high, but so are the potential rewards. By embracing uncertainty, we open the door to innovation, creativity, and a future in which higher education thrives.