Radical unpredictability is a characteristic of (organizational) life. One can no longer count on a certain input leading to a certain given output. The way complexity works is to escalate small changes, breaking any direct link between input an output.
There is no option but to act and learn.
Effective decision making in conditions of uncertainty would require a constant, active search for unintended developments, errors in thinking, wrong assumptions and willingness to respond, to learn from the consequences of our own actions.
This entails a huge change when it comes to our thinking about leaders and managers. Most of us are used to being judged on whether we made the right choice. If it turns out to be wrong, we assign time and energy to concealing the fact, or to justifying our original decision. “I was right; I did the right thing.” “It was a good strategy but the implementation sucked.”
Applying mainstream management approaches in conditions of uncertainty leads us unintentionally to avoid the search for learning and positive change. Being wrong is a common but very difficult proposition in organizations. Instead of seeing learning as a process of closing the gap between not-knowing and knowing, acknowledging being wrong might be the most important starting point for learning — because we mostly are!
The learning we need today starts from what we did yesterday and changes what we do today.
- More Here
There is no option but to act and learn.
Effective decision making in conditions of uncertainty would require a constant, active search for unintended developments, errors in thinking, wrong assumptions and willingness to respond, to learn from the consequences of our own actions.
This entails a huge change when it comes to our thinking about leaders and managers. Most of us are used to being judged on whether we made the right choice. If it turns out to be wrong, we assign time and energy to concealing the fact, or to justifying our original decision. “I was right; I did the right thing.” “It was a good strategy but the implementation sucked.”
Applying mainstream management approaches in conditions of uncertainty leads us unintentionally to avoid the search for learning and positive change. Being wrong is a common but very difficult proposition in organizations. Instead of seeing learning as a process of closing the gap between not-knowing and knowing, acknowledging being wrong might be the most important starting point for learning — because we mostly are!
The learning we need today starts from what we did yesterday and changes what we do today.
- More Here
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