|
Synopsis
Developing this sensibility requires a special fortitude to
endure the inevitable failures while trusting your instincts
and pressing on. It requires an ability to weigh options,
a willingness to take calculated risks, and the discernment
to select the right time to act. Dispelling myths such as
postponing a decision is a bad idea, and order always creates
understanding, is a useful starting point. To personally process
uncertainty requires a different mindset that involves thinking
like a sailor, avoiding inflexible commitments to any single
idea or solution, drawing more pictures and diagrams of a
situation, and identifying certainty levels associated with
critical facts. To get an organization to process uncertainty
involves discussing opportunities, perceiving nuances and
playing around with fuzzy ideas. More specific ways to foster
this kind of discussion involves such ideas as using methods
that encourage dialogue rather than monologue, and focusing
the communication system on how the organization thinks
about issues (its "thinking routines") and speed
rather than on what the company knows.
Outline
- Misconceptions
- Misconception
1: Postponing a decision is a bad idea
- Misconception
2: Effective leaders focus on predicting the future
- Misconception
3: Order always creates understanding
- How can you
personally process uncertainty?
- Think like
a sailor
- Explore contingencies
- Avoid inflexible
commitments to any single idea or solution
- Draw more
pictures and diagrams
- Identify
certainty levels associated with critical facts
- Enjoy the
ride
- How can you
get your organization to process uncertainty?
- Use methods
that encourage dialogue not monologue
- Explore the
unknown with others
- Consistently
frame challenges, not specific solutions
- Discuss different
models of the situation
- Focus the
communication system on thinking routines and speed
Take
the Chapter 8 Self Test
|
