About six months into the COVID lockdown of 2020, I remember a fellow facilitator saying to me, “I don’t do digital meetings.” My cheeky response? “Happy retirement.”
Lately I’ve been writing about making decisions in uncertainty — about paying attention to the quantity and quality of the information we’re gathering, and to the nature of the decision itself. Today I’m thinking about the timing of decisions.
Continue reading “Learning to Surf”Over the last couple of weeks, I’ve written about the quantity and quality of information that goes into decisions during times of overload and uncertainty. Today’s focus is on the nature of the decision itself.
Continue reading “The Decision Itself”In this second installment of thoughts on decision making in uncertainty, I’m turning my attention from the quantity of information that shapes our decisions to its quality.
How do we build confidence in the validity and relevance of the information we’re taking into account?
Continue reading “Seek Variety in Uncertainty”Welcome to the first of a short series of posts on decision making in uncertainty.
I spend a lot of time helping leaders navigate the “messy middle,” personally and organizationally. Liminal spaces are ideally ones we visit temporarily, but the feelings of uncertainty we experience while there seem to be more pervasive right now.
Continue reading “Decision Making in Uncertainty”Many of you will know that I am on a mission to avoid oblivious facilitation (or coaching, or leading or…). I have not found a word that means precisely the opposite of “oblivious” — I’d always rather be for something than against it — but for now, I’m anti-obliviousness.
I therefore can’t ignore that I am writing this post during an incredibly uncertain and destabilizing time in global affairs, and it seems oblivious of me not to acknowledge it. So, for this final installment of “Strategy Sightings” (for now), with some reluctance, I’m diving right in.
Continue reading “Strategy Sightings, Episode Four”