Thinking in an Uncertain World: Toward a Human Leadership

International political events remind us of the importance of setting limits on abusive behaviors and questioning the established order. In this uncertain world, marked by multiple crises, it is essential to create interstices—spaces of freedom and justice that become small republics of resistance. These breaches are not mere refuges but experimental spaces where we can invent new ways of living, acting, and thinking.

Inhabiting the Crisis Rather Than Escaping It

We must remain within the crisis, not as a dead end to escape at all costs, but as a space to fully inhabit. Too often, we try to erase the crisis that puts us in crisis, yet it is precisely within it that new possibilities can emerge. Nothing is predetermined. Thought must open itself to the contingency of things and confront the fundamental uncertainty of the world. There is neither absolute necessity nor fatality—everything is fluid, fragile, and yet full of renewal.

Living in uncertainty is uncomfortable and painful. We tend to seek explanations, immediate solutions, and fixed points of reference to reassure ourselves. However, by trying to flee the unknown, we end up losing our way. Instead, we must accept this reality and embrace it without immediately trying to assign it meaning or a resolution.

Uncertainty as the Cradle of Transformation

Edgar Morin teaches us that uncertainty is not a chaos to be banished but an essential component of life. It is the crucible of metamorphoses. Similarly, Fanny Lederlin urges us not to passively endure existing structures but to invent spaces where we can do things differently—where we can reintroduce possibility where we once saw only inevitability.

Thus, rather than viewing crisis as a collapse, we must see it as an opportunity for transformation. It exposes the system’s flaws and opens cracks through which new possibilities can emerge. It forces us to rethink our ways of doing things, to reinvent ourselves, to question our certainties. In an uncertain world, it is not rigidity that will save us, but our ability to think differently, to connect what seems opposed, to create meaning at the heart of instability.

Toward a Benevolent and Human Leadership

Faced with this uncertainty, a new type of leadership must emerge. A benevolent leadership, capable of guiding transitions without imposing rigid solutions. This leadership must be rooted in listening, empathy, and the ability to create spaces for dialogue and co-construction. It is no longer about domination or control but about guiding with humility and collective intelligence.

This human leadership is based on an acknowledgment of the complexity of reality. It rejects simplistic and linear models in favor of a more fluid way of thinking, capable of adapting to uncertainties and transforming crises into opportunities for growth. It values cooperation over competition, creativity over conformity, and solidarity over individualism.

Learning to Think Differently

The complexity of the world cannot be reduced to deterministic models. It is essential to cultivate an open mindset—one that embraces uncertainty not as a problem to be solved but as an essential force in life and society. Accepting uncertainty means accepting the challenge of thinking differently, exploring new paths, connecting seemingly contradictory elements, and preparing for unexpected shifts.

Rather than seeking to escape the crisis or resolving it with simplistic solutions, we must learn to make it a space for reflection and action. By adopting this perspective, we can cultivate resistance, creativity, and solidarity. In an uncertain world, it is not certainty that will save us, but our ability to create meaning within instability.

Thus, instead of clinging to nostalgia for a past order or fearing the future, let us dare to build spaces of experimentation and emancipation. Let us embrace the unexpected, transform uncertainty into a catalyst for innovation, and foster leadership that places humanity and justice at its core. The world of tomorrow is not preordained—it will be what we choose to make of it.