An oblique approach recognises that what we want from a home, or a community, has many elements. We will never succeed in specifying fully what they are, and to the extent that we do, we discover that they are often incompatible and inconsistent. The interactions between a home and its occupants, or between the people who make up a community, are complex and uncertain. The experience of both previous and current problems guides the search for answers. Many people contribute to the outcome, and even after that outcome has been realised none of them necessarily

holds a full understanding of how it came about.

Oblique problem solvers do not evaluate all available alternatives: they make successive choices from a narrow range of options. Effective decision makers are distinguished not so much by the superior extent of their knowledge as by their recognition of its limitations. Problem solving is iterative and adaptive, rather than direct. Good decision makers are not identified by their ability to provide compelling accounts of how they reached their conclusion. The most complex systems come into being, and function, without anyone having knowledge of the whole.

Because the process of achieving high-level objectives is necessarily iterative in this sense, the path to these objectives is bound to be oblique.

When you cannot measure something, said Lord Kelvin, ‘your knowledge is of a meager and unsatisfactory kind’.

In chapter 7 I described a spectrum of problems. At one end were those— like nought and crosses— best solved directly; at the other were those— the pursuit of happiness— best achieved obliquely. There is an analogous spectrum of decision-making styles, from direct to oblique.

The direct decision maker perceives a direct connection between intentions and outcomes; the oblique decision maker believes that the intention is neither necessary nor sufficient to secure the outcome. The direct problem solver reviews all possible outcomes; the oblique problem solver assembles all available information; the oblique decision maker recognises the limits of his or her knowledge. The direct decision maker maximises his or her objectives; the oblique decision maker is continuously adaptive. The direct problem solver can always find an explanation for his or her choices; the oblique problem solver sometimes just finds the right answer. The direct decision maker believes that order is the production of a directing mind; the oblique decision maker recognises that order often emerges spontaneously— no one fully grasps it. The direct problem solver insists on consistency, on always treating the same problem in the same way; the oblique problem solver never encounters exactly the same problem twice. The direct decision maker emphasises the importance of rationality of process; the oblique decision maker believes that decision making is inherently subjective and prefers to emphasise good judgment.

Good decision making is pragmatic and eclectic. Oblique approaches rely on a toolkit of models and narratives rather than any simple or single account. To fit the world into a single model or narrative fails to acknowledge the universality of uncertainty and complexity.