30 years ago, social scientists at the US Army War College (USAWC) created the acronym VUCA for their military students to create adaptability techniques for their careers. High-reliability organizations, like EMTs, law enforcement, and the military, face constant dangerous and time-sensitive situations, therefore VUCA allows these organizations to develop leadership methods. In previous studies, the military focused on individual and organizational personality traits and leadership culture to improve the outcomes of these high-risk situations.

VUCA stands for volatility, uncertainty, complexity, and ambiguity: 

Volatility is the liabilities associated with rapid and unpredictable change. This can be seen every day through the fluctuating gas prices, especially during major global events like COVID-19.

Uncertainty is a lack of knowledge or information about future implications. A relevant example would be the genocide of Palestinians. It is impossible to guess the severity of the bombing and casualties or the involvement of foreign nations and organizations. 

Complexity is the countless interdependencies between situational factors and participants’ actions. One scenario that has much complexity would be the relationship between Congress members and their constituents. Those voted into Congress have a primary responsibility to represent the will of their people but also, rely on a majority vote.

Ambiguity is the lack of knowledge or information about the situation. AI and machine learning in the workplace is a looming example. Managers and organization leaders do not know exactly how to implement these tools to improve work tasks, and there is no prior knowledge to assist in the process.

While the term was created to help the students of USAWC distinguish the different environments they encounter and how to succeed in adapting to them, today, it serves as a generalized term used in geopolitical and business contexts to identify turbulent work situations.