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The complex problems we face go by many names, including 'social messes', 'wicked problems' and 'big hairy problems'. As the definitions of 'ends' (where to go) and 'means' (how to get there) become more ambiguous and the number of variables increases, the difficulty of solving such problems intensifies dramatically-a difference not just in scale of problem, but in kind. The author argues that such enigmatic problems comprise features identical to those routinely found in the arts-including uncertainty, ambiguity, complexity, uniqueness and interdependence between ends and means. As a result, she says, complex problems can be treated as opportunities for artistry -- but only if we enter the world of qualitative thought and experience, where judgment and imagination take their place alongside quantitative analysis and deductive reasoning.

We expect to find artistry in the fine arts, but artistry is possible in a wide variety of fields, from sports to management. Artistry can occur whenever both the end result and the means of getting there are open to shaping by the practitioner. For example, like an artist, a corporate strategist has the opportunity to define both where he or she wants to go and how best to get there. The successful results of artistic efforts are the memorable performances, breakthrough products and revolutionary advancements in thinking that display the captivating and special qualities that we associate with artistry. The author defines three elements of a personal knowledge system and how they can lead to artistry. In the end, she argues, if the situations you face are filled with uncertainty, surprises and complexity, working towards artistry is a choice limited only by your appetite for the implications of this choice.