Corps of Engineers Leader Shares “Waffles and Spaghetti” Approach to Manage Workplace Complexity

Wargo explained the “waffle” mindset represents compartmentalization, separating problems into individual sections and focusing on one task at a time. “Spaghetti” thinking reflects the interconnected nature of people, priorities and decisions. A challenge in one area can quickly affect another, requiring leaders to consider relationships, communication and long-term consequences before making decisions.

The philosophy has shaped Wargo’s leadership style throughout his career with the U.S. Army Corps of Engineers, where he began working in 1997 as a biological sciences technician while still attending college. After earning a master’s degree through a cooperative agreement with the State University of New York’s College of Environmental Science and Forestry in Syracuse, New York, he returned to the Corps of Engineers full time and advanced through a series of leadership roles.

Today, Wargo oversees regulatory operations while drawing on years of experience managing environmental programs and large-scale regional initiatives.

One of the most significant projects in his career was the Great Lakes Mississippi River Interbasin Study. The study focused on preventing aquatic invasive species like invasive carp, northern snakehead and alewife from spreading between the Mississippi River Basin and the Great Lakes. It required coordination among federal agencies, state governments, researchers and multiple Corps of Engineers districts to evaluate possible invasion pathways like floating, hitchhiking or swimming and conducting risk assessments to measure the likelihood and impact of species migration across connected waterways.

For Wargo, projects of that scale reinforced the importance of balancing detailed problem-solving with a broader awareness of ecology and the human environment.

His approach reflects a leadership challenge many employees face across government and professional workplaces: managing competing priorities without losing sight of the larger mission.

Wargo said understanding both the waffles and spaghetti perspectives strengthens teamwork and organizational effectiveness. Leaders who focus only on compartmentalization may lose sight of how decisions affect people and long-term goals. On the other hand, leaders who see every issue as deeply interconnected can struggle to make progress when problems become too overwhelming.

The lesson, Wargo said, is knowing when to narrow focus and when to step back and see the bigger picture.

The message carries particular relevance for organizations like the Corps of Engineers that rely on collaboration, technical expertise and public service. As agencies and businesses continue facing increasing and complex responsibilities, Wargo’s philosophy offers a practical framework for maintaining productivity and efficiency while supporting teams and mission success.

Rather than trying to eliminate complexity, Wargo believes effective leaders learn how to navigate it.

By breaking large challenges into manageable steps while staying aware of how people, projects and priorities connect, leaders can make progress without losing sight of the broader mission.

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