How Neurodivergent Individuals Excel at Strategy, According to John Cutler

In a recent LinkedIn post, John Cutler explores a unique perspective on how neurodivergent individuals, including himself, approach strategy and problem-solving. Cutler highlights a core trait that he believes contributes to strategic thinking: a willingness to deeply engage with and push through incoherence until underlying patterns emerge.

As John Cutler notes:

One reason some neurodivergent people (hello!) are good at strategy is that we are willing to push harder on incoherence than other people. We can push until a pattern falls out.

This ability, Cutler suggests, is a superpower that allows for a more profound understanding of complex systems. However, he also points out the potential downside: the strategist might become so immersed in uncovering these patterns that others disengage long before the breakthrough occurs.

The Nuance of Ambiguity and Action

Cutler addresses a common misinterpretation of this behavior by individuals who prioritize a “bias to action.” These individuals might perceive the deep dive into incoherence as a sign of personal discomfort with uncertainty.

According to Cutler, the internal experience is quite different:

The “bias to action” person may interpret the behavior as: “You’re uncomfortable with ambiguity, so you keep asking questions.”

He contrasts this external perception with the internal reality, emphasizing a comfort with ambiguity that allows for deeper exploration, rather than an avoidance of it. The discomfort, in his view, arises not from the ambiguity itself, but from the pretense that it has been resolved when it hasn’t.

Navigating the ‘Pretense of Clarity’

John Cutler argues that the core issue for many strategists, particularly those who are neurodivergent, is not an inability to tolerate ambiguity, but a refusal to accept a superficial understanding or a premature declaration of clarity. This persistence can be a powerful tool for uncovering true strategic insights that might otherwise be missed.

Cutler elaborates on this internal experience:

But the internal experience might be closer to: “No, I’m very comfortable in ambiguity. I’m swimming in it. What I’m uncomfortable with is everyone pretending we are no longer in it.”

This perspective challenges conventional approaches to problem-solving and strategy, suggesting that patience and a deep tolerance for complexity are not signs of indecision, but rather essential components of effective strategic thinking. Cutler’s insights offer a valuable lens through which to understand diverse cognitive approaches to complex business challenges.