The Art of Embracing Uncertainty: A Salon With The Beautiful Truth
11 minute read
Margaret Heffernan relishes in moments of uncertainty whether it be asking a stranger for directions instead of the 21st-century delight in using satellite navigation or waiting for the train to arrive on the platform even if that minute-by-minute countdown is out of sight and mind. Because, she argues, “uncertainty gives life its richness. It is what I call ‘the vast intermediate space’ – the space in which we have choices, in which we can wander, in which we can see opportunities that we might otherwise miss.”
Margaret’s new book, Embracing Uncertainty: How Writers, Musicians and Artists Thrive in an Unpredictable World, explores an underestimated and unpredictable tool, that’s proven to be utilised as a guiding force for depth of creativity amongst some of the biggest creative thinkers of our times. Could it be time for businesses to follow the same thread?
This question brought together a diverse group of writers, thinkers, and business leaders for an evening of conversation hosted in London by The Beautiful Truth this March. Inspired by the salons of the 17th and 18th centuries, the gathering was designed to explore the complexities of the modern business landscape, not with fixed answers, but with curiosity and open minds.
At the heart of the discussion, Margaret was joined by Sarah Gillard, CEO of Blueprint for a Better Business, a charity helping businesses align with purpose and social good, as they explored how businesses can move beyond the illusion of certainty.
The Conversation
Sarah: What was the idea that led you to write this book?
Margaret: It’s something I’ve been thinking about for a long time. I actually wish I had written it sooner. Many years ago, when I worked in television, I was struck by how the industry navigated uncertainty. I kept asking: how do we deal with it? Our instinct is to manage, suppress, or avoid uncertainty, but I realised that this approach is completely at odds with how real creativity and progress happen.
At some point, I thought: we need to take this seriously. The way we run organisations, the way we respond to uncertainty – it’s often inadequate. I gave a talk on 17th January, where I described uncertainty as something humans deeply fear. But then I had a thought experiment.
I was waiting on the platform for the train and an announcement said, “It is with absolute certainty, that the 7 o’clock train to London Paddington will arrive on platform 2 in three minutes.” Everything is certain. But what if life was that predictable? You’d know exactly what time you wake up, what you do each day, who you meet, and even the exact date you die. At first, it seems efficient. But then I realised, that’s not life. That’s death. Absolute certainty removes freedom. It takes away the space where creativity, imagination, and discovery happen. Innovation thrives in uncertainty.
Sarah: So uncertainty isn’t just something we endure, it’s essential to creativity?
Margaret: Exactly! I spoke with a German philosopher during the pandemic who pointed out how much joy we take in uncertainty. Most people don’t want to know what they’re getting for Christmas. Parents don’t want to know exactly how their child will turn out. Couples don’t want to know, on their wedding day, whether their marriage will last forever. Uncertainty gives life its richness. It’s the space where choices exist, where we explore and create. If everything were certain, there would be no innovation, no imagination, no possibility.
Sarah: How does this apply to businesses? How should they approach uncertainty?
Margaret: I spend a lot of time with large businesses. Many of them are full of well-intentioned people – leaders who care about their families, the future, and the world their children will inherit. But they also feel trapped.
Executives often find themselves isolated, surrounded by people who tell them what they want to hear. They’re expected to have all the answers, but they don’t. They want to embrace change, but the structures around them make it difficult.
The best leaders I’ve met have a deep curiosity. They don’t suppress uncertainty – they embrace it. That’s where transformation begins.
Sarah: Yes, there’s a story I love, a leader who wanted his team to get comfortable with uncertainty. He had them order coffee without specifying the type and drive to work at the slowest speed possible. These small exercises helped them let go of their need for control. At first, people hated it. But over time, they adapted. They learned to see uncertainty not as a threat.
But it sounds like much of the fear of uncertainty is cultural?
Margaret: Absolutely. The British, for example, have a deep nostalgia for the past, which can make them resistant to change. But history shows us that uncertainty has always been part of life. The key is how we frame it.
One of the most important skills we can develop is observation. I used to send students to public places and ask them to report what they noticed. Many struggled at first because they weren’t used to paying attention. Interestingly, a study found that training doctors to analyse artwork improved their diagnostic skills by 25%. It showed that observation and interpretation can be learned.
“Uncertainty gives life its richness. It is what I call ‘the vast intermediate space’—the space in which we have choices, in which we can wander, in which we can see opportunities that we might otherwise miss.”
Sarah: So creativity isn’t something reserved for a select few, it’s a skill we can all develop?
Margaret: Exactly. But traditional systems often suppress it. In education, students are penalised for approaching problems differently. This creates a culture where there’s only one right answer, which isn’t how the world works.
Some countries are adapting. Singapore, for example, realised that its biggest asset was intellectual capability, so it restructured its education system to prioritise interdisciplinary learning. The UK and US have been slower to embrace this shift.
Performance management in businesses has the same problem. If people are given rigid targets, they focus solely on hitting those numbers, even when it makes no sense. If a building is on fire but dealing with fires isn’t in someone’s job description, they might ignore it. We need to rethink success and allow for flexibility and innovation.
Ultimately, we must embrace complexity. We can’t turn ourselves into machines that simply measure outputs. Curiosity, adaptability, and creativity make us human. If we encourage these traits, we unlock greater potential not just in business, but in life.
Margaret: Last weekend, I went to a concert that featured a performance of Schönberg. I spent two hours completely immersed in the music, and it was one of the most extraordinary experiences of my life. Schönberg is often considered difficult. his compositions break conventional structures, defy predictability, and challenge the listener. But that’s precisely what makes them so powerful.
We tend to think in binaries – order versus chaos, certainty versus uncertainty, tradition versus innovation. But Schönberg’s music reminds us that these things are not opposites; they are deeply interconnected. The tension between structure and uncertainty is what makes his work so compelling.
This is true of almost everything in life. It’s within that tension – between what we know and what we don’t, between stability and change – that discovery happens. That’s where we find the unknown, the undiscovered, the possible.
So, if you want to understand uncertainty, go and listen to Schönberg. Sit with it, let it challenge you. You might just find that, in the space of discomfort, something new emerges.
“To foster creativity, organisations must create environments where all voices are valued, curiosity is encouraged, and psychological safety is prioritised”
The Q&A
Hugh Knowles: Do you think people today feel enslaved by digital devices and technology?
Margaret: Not necessarily. The reasons for this are quite complex. People who engage in creative, hands-on work, such as painting, sculpting, or weaving, tend to spend significant time away from digital devices. They cultivate an impressive capacity for deep focus over long periods without interruption.
One of the dangers of constant digital engagement is its tendency to fragment our attention. However, those who develop habits of prolonged concentration seem to build resilience against the addictive pull of technology. My husband, a doctor, might liken this to a form of vaccination against digital dependency.
Richard Batten: With rules-based societies under challenge globally, how do you view creativity and change in this environment?
Margaret: It depends. I recently read an insightful paper by economist Tyler Cowen, who explored the consequences of economic redistribution. He argues that redistribution is inevitable if we want a functional society. Historically, such ideas were dismissed, but now they are being taken seriously by respected economists.
Revolutions, whether economic or social, are unpredictable. They can produce both great and horrifying outcomes. We cannot pick and choose which parts we get; they come as a package. Change is exhilarating and terrifying in equal measure.
We ignored many early warning signs – Occupy Wall Street, for example. We can’t continue ignoring problems and expect them to resolve themselves. The world is too complex for simplistic solutions.
Stefan Stern: Is there an illusion of certainty in speed, particularly in business decision-making?
Margaret: That’s a fantastic question. I used to have a Hunter S. Thompson quote on my wall: “Faster, faster, until the thrill of speed overcomes the fear of death.” I now deeply regret that sentiment.
There is a misconception that faster decisions are better. However, research by academics like Frank Partnoy, who wrote Wait, shows that delaying decisions often leads to better outcomes. Taking time allows for deeper thought and more considered responses. In today’s corporate world, speed is often prioritised over reflection. Companies that endure tend to function differently. They invest in thought, learning, and measured decision-making rather than impulsive action. Binary choices are often false choices – they oversimplify complexity and can be a form of rhetorical bullying. Life is rarely either-or; it is almost always more nuanced.
Adrian Holt: Has GDP become an oversimplified measure of success? Is there a better alternative?
Margaret: You’ll be surprised to hear me say – there is an upside and a downside. GDP is a crude measure. It tells us how much we produce – whether it’s weapons or children’s toys – but it does not measure the quality of life, security, health, or longevity. After the financial crisis, there was significant debate about replacing GDP as the primary measure of economic success, but the issue was too complex, and people moved on.
Now, discussions are shifting towards measuring productivity, which is more dynamic and reflective of economic realities. GDP remains an important data point, but we need to measure what truly matters.
For instance, there’s been much speculation about AI’s economic benefits. Some predict radical growth, but when economists like Hashimoto analyse the data, they find that AI may only contribute less than 1% to productivity growth over a decade. This challenges the assumption that AI is an economic panacea and encourages more nuanced discussions about its real value.
Jenna Chick: How can business leaders encourage creativity across five generations in the workforce?
Sarah: We’ve never had five generations in the workforce before, and while generational differences are often overplayed, fundamental human needs remain the same. People want purpose, growth, connection, and a sense that the future will be better. Younger generations may express these desires more explicitly and be less willing to compromise, but these concerns are universal.
To foster creativity, organisations must create environments where all voices are valued, curiosity is encouraged, and psychological safety is prioritised. In the past, corporate environments stripped away essential human qualities like empathy and relationship-building. Now, businesses are recognising the need to reintegrate these skills.
Margaret: It’s also important to remind young people of their freedom. Unlike previous generations, they are likely to have multiple careers and longer working lives – retirement at 75 will be the norm. They should not let their identities be shaped solely by the organisations they work for.
The narrative that success means securing a mortgage and a steady job is, in many ways, a tool for control. It keeps people so encumbered with debt and responsibility that they are less likely to challenge the system or ask difficult questions. Instead, they should be encouraged to explore, take risks, and embrace uncertainty while they still can.
“The best leaders have a deep curiosity. They are willing to embrace uncertainty rather than suppress it. That is where real transformation begins.”
Margaret Heffernan
