What do you think?
Rate this book
Thriving In Complexity: The Art & Science of Discovering Opportunity in the New Normal.
History tells us that we can't accurately predict the future - flying cars, robot housemates and jetpacks anyone? Nor can we truly predict the impacts of trends and innovations - television wasn't just a fad and it turns out there was a market for more than 6 personal computers around the world. This lack of certainty, however, doesn't mean that we can't prepare and position for the potential futures we might face.
In fact, it's never been more important that we do because change and uncertainty is the New Normal.
This book will set the scene for an uncertain business environment and provide the insights, frameworks and approaches you need to thrive in the New Normal.
A handbook for harnessing opportunity, Thriving In Complexity will help you to:
* Identify the threats and opportunities facing your organisation in the future.
* Create compelling scenarios and test theories
*Gather evidence and data to inform your strategy
*Build a culture that is curious, creative, and open to new opportunities.
In fact, it's never been more important that we do because change and uncertainty is the New Normal.
This book will set the scene for an uncertain business environment and provide the insights, frameworks and approaches you need to thrive in the New Normal.
A handbook for harnessing opportunity, Thriving In Complexity will help you to:
* Identify the threats and opportunities facing your organisation in the future.
* Create compelling scenarios and test theories
*Gather evidence and data to inform your strategy
*Build a culture that is curious, creative, and open to new opportunities.
Paperback
Published November 30, 2020
2 people are currently reading
5 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 of 1 review
March 6, 2020
Thriving in Complexity is a superb book on how to thrive in an increasingly complex world.
Many business books have one or two 'aha' moments buried somewhere, but Alex threads so much deep-thinking analysis – you walk away from each chapter looking at the world in a new way.
Take for instance, the Dunning-Kruger effect. Alex writes: "[The] skills required to be good at something are the same skills required to know if you are good at something, and therefore it's not only possible, but common, to be unskilled and unaware of it."
Alex writes that in the early stages of mastering a skill, we all suffer from the Dunning-Kruger effect: "If we continue to develop our talents, our understanding becomes more nuanced and we realise that there's a lot more to learn to achieve true mastery. At this point, we can suffer from crippling doubt and feel like we're not good enough – also known as Imposter Syndrome.
"While people with Imposter Syndrome have more mastery over their subject matter than those with the Dunning-Kruger effect, their voices are much quieter…This presents a tricky paradox for organisations – the voices you hear are either those who know very little, or those who know quite a lot and have overcome Imposter Syndrome."
Alex writes that your organisation most probably has the answers you need to thrive, but the people with the answers don't necessarily get asked, or they don't have the confidence to offer their own opinion.
Alex's book makes you think about future scenarios – possible and probable – and how you can prepare for them. Aimed at big organisations, the book covers topics that each of us at an individual level can reflect on.
Many business books have one or two 'aha' moments buried somewhere, but Alex threads so much deep-thinking analysis – you walk away from each chapter looking at the world in a new way.
Take for instance, the Dunning-Kruger effect. Alex writes: "[The] skills required to be good at something are the same skills required to know if you are good at something, and therefore it's not only possible, but common, to be unskilled and unaware of it."
Alex writes that in the early stages of mastering a skill, we all suffer from the Dunning-Kruger effect: "If we continue to develop our talents, our understanding becomes more nuanced and we realise that there's a lot more to learn to achieve true mastery. At this point, we can suffer from crippling doubt and feel like we're not good enough – also known as Imposter Syndrome.
"While people with Imposter Syndrome have more mastery over their subject matter than those with the Dunning-Kruger effect, their voices are much quieter…This presents a tricky paradox for organisations – the voices you hear are either those who know very little, or those who know quite a lot and have overcome Imposter Syndrome."
Alex writes that your organisation most probably has the answers you need to thrive, but the people with the answers don't necessarily get asked, or they don't have the confidence to offer their own opinion.
Alex's book makes you think about future scenarios – possible and probable – and how you can prepare for them. Aimed at big organisations, the book covers topics that each of us at an individual level can reflect on.
Displaying 1 of 1 review