Straying the Course
In most organizations, our ability to take new directions is shut down by the most basic of psychological hurdles. We want ourselves and our leaders to be decisive, clear-headed, and fully committed, and we hold a collective belief that single-mindedness in the pursuit of a goal is the most effective way to get results. Openness to experimentation and the willingness to change course can seem to run counter to this belief.
Examples of this bias towards decisiveness and steadiness are everywhere. When politicians change direction we call them flip-floppers. When business leaders do it the market punishes them for being indecisive. When scientists do it they're labeled untrustworthy. And nowhere is our need for firm direction ...
Get Get Lucky: How to Put Planned Serendipity to Work for You and Your Business now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
