Not Knowing
How can you successfully move forward in a complex and moving environment? What if the key was to deliberately accept to lose some control on this environment and open up to the unknown?
Author(s): Steven D’Souza, Diana Renner
Publisher: LID Publishing
Date of publication: 2014
Manageris opinion
We are naturally afraid to lose control of our environment. So we often hesitate to admit that we are faced with situations we do not control or understand. Not knowing is often assimilated to a lack of competency, and admitting it is perceived as a sign of vulnerability. This reaction is even more marked among those in leadership positions, such as managers, company executives, elected officials, etc. However, those in charge must increasingly tackle complex problems for which they rarely master all the in’s and out’s and which involve many stakeholders.
The authors of Not Knowing show why it is important to open up to the unknown and sometimes accept showing vulnerability. Indeed, it is in situations of uncertainty that we have the greatest opportunity to open ourselves up to new perspectives. After pointing out the risks posed by overconfidence in one’s expertise, the authors explore several key drivers to better prepare for such situations—such as learning to make more level-headed observations in order to spot possible future outcomes, or periodically look at your familiar environment with a “fresh eye.”
A quasi-philosophical work that encourages real thinking on resilience in a world of relentless change.
See also
The illusion of objectivity
Reflexive thinking is indispensable to react and make decisions efficiently, but may also distort our perception and ossify our way of thinking. How can we avoid being trapped in our cognitive illusions?
