Creativity and compassion are the first causalities of our search for answers in times of chaos. We want to know what to do, but our minds get bogged down like a slow internet connection trying to transfer too much data. Our daily lives have become increasingly complex. Unpredictability is the norm. We are exhausted and disoriented by a constant need to react, adjust, and cope.
When we feel exhausted, overwhelmed, and rudderless, we make bad decisions. We settle for simplistic answers. We become susceptible to disinformation and the rantings of absolutists. We find ourselves avoiding people who express opinions we disagree with.
The Surprising Power of Not Knowing What to Do is like a fitness regimen for your mind. The book explores the counterintuitive idea that being at a loss for what to do is an opportunity. By liberating ourselves from the thinking traps that isolate and divide, we can access the creativity and compassion we need to face our most daunting challenges.
You might be thinking that this is the worst time to set direction for your organization. After all, the future looks more uncertain and riskier than usual. How can we plan, if we don’t know what to anticipate?
Time to question your future
1) The best time to be creative is when people aren’t stuck. Our former ways of doing things have ended, so we’re not constrained by status quo thinking. The coming reality is not yet formed, so we’re not focused on coping with a new normal.
2) The future isn’t a fixed set of conditions that we haven’t arrived at. The future is the outcome of our collective choices, investments, and innovations. If you and your organization decide to wait, you’re leaving it up to others to define the future for you. You will end up planning within the constraints created by those who got creative while others froze.
If you want to be an organization that helps define our world’s future, Unstuck Minds would be honored to help you productively question your future.
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* I heard Matt Mullenweg use this phrase in an interview with Sam Harris. We’re not sure if he made it up, but we believe in crediting our sources.
The Rinse and Repeat
An organization’s strategy has been the same for the last several years. Each year the senior team presents a plan that looks like a slightly improved version of the status quo
The Blame Game
Members of the senior team blame one another for an inability to resolve a long-standing pain point. Efforts to fix the issue have only increased resentment.
An individual leader is unaware of the impact his or her behavior is having on others. The organization looks the other way rather than confronting the leader.
The Busy Bees
The organization values activity. Leaders prefer reacting more than taking time to thoughtfully respond. People are busy, but deep-down they suspect that they are focused on the wrong priorities.
The Set in Our Ways
The organization has announced a focus on innovation, collaboration, and inclusion, but leaders have not transformed the structures and mindsets in a way that will facilitate and sustain a culture change.
The Stale Bread
The foundational assumptions of an organization’s business model no longer pertain, but leaders continue to apply tried-and-true strategies in hopes that operational excellence will reinvigorate the business.