Reader,

My usual routine is to grab a cup of coffee on a Saturday morning and then write a brilliant (?) reflection to be sent on Sunday morning. But this Saturday my brain was a blank slate that resisted any attempt to think.

So, I decided to take a break and catch up on some reading. And that brought me to an interesting article in The Economist, one of the few real-news news outlets left. The article, Vladimir is Losing His Grip on Russia, ended with “All four factors create a situation which in chess is known as a Zugzwang: when every move worsens the position.”

Zugzwang (A German term, so pronounce the “w” as “v”) means that a player is forced to move, but every available move makes the position worse.

In ordinary chess positions, having the move is usually an advantage. With zugzwang, it is the opposite: the very obligation to act becomes a problem. At some point in the game, you would love to say “pass.” But chess does not allow passing. You must move, and in this situation, whichever square you choose gives the opponent access to a winning path.

Might the concept of zugzwang apply in the real world? Yes.

In a broader leadership or strategy sense, zugzwang describes a situation where doing nothing is not allowed, and every available action carries damage, risk, or loss.

For example, a middle manager may face zugzwang when she receives a “strategic directive" to cut costs because profits are down. She must do something, but …..

• Cutting costs hurts morale and capability and hurts long-term profitability.
• Not cutting costs violates executive mandates and gets her in trouble.
• Delaying the decision makes her look weak.
• Moving quickly creates political blowback with other departments.

The requirement to choose is itself what worsens her position.

Wicked?

What about my ongoing interest in “wicked-worlds?”

In wicked-world terms, zugzwang is common because leaders often face action-forcing conditions: deadlines, budgets, crises, public commitments, market shifts, or executive demands.

The practical response is not to search for a perfect move, but to look for a least-damaging move that preserves future options.

QUESTION: What “action-forcing conditions” are your facing? Do the least damaging thing you can while considering the future.

BTW, I’m reviewing the final edit of Navigating the Wicked World on Monday. The book is coming “soon.”

Cheers,

Bill