Chapter 9: How Can You Catalyze Action During Uncertain Times? Synopsis Dispelling debilitating myths such as you can't go forward until you know everything, and every step must be a step forward, helps to create the right conditions for catalyzing action. To personally catalyze action, more specific strategies involve looking for the deeper pattern, playing the odds, and being attentive to your intuitions. To get an organization to catalyze action during uncertain times requires hiring the right people, fostering "focused flexibility", and smashing the clock. Our research revealed that leaders and organizations embrace uncertainty by mastering the three basic competencies of cultivating an awareness of uncertainty, processing the uncertainty and catalyzing action during uncertain times. Often these activities occur simultaneously. This means that plans may be constantly in flux, the rules of the game may vary from day-to-day and that leaders must quickly determine when it is time to change the approach. The result: a dynamic climate that employees find motivating, satisfying and meaningful. Outline Misconceptions Misconception 1: You can't go forward until you know everything Misconception 2: Any decision is better than indecision Misconception 3: Every step must be a step forward How can you personally catalyze action? Look for the deeper pattern Experiment Play the odds Don't ignore your intuitions Assess the type and degree of uncertainty How can you get your organization to catalyze action during uncertain times? Hire the right people Smash the clock Foster "focused flexibility" Develop an integrated strategy Take the Chapter 9 Self Test