In times of chaos, creativity and compassion are often the first causalities of our search for answers. We want to know what to do, yet we struggle to make sense of all the statistics, opinions, hype, and outrage competing for our attention. Coping with our increasingly complex and unpredictable lives takes a toll on our mental fitness.
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 whose 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, not a problem. You will learn how to develop the mental stamina to deal with your most daunting challenges. You will discover strategies for accessing insights and options when you feel stuck. Most importantly, you will gain renewed faith in the possibility of a more creative and compassionate future.
First, we help people and organizations identify what is keeping them stuck. For example…
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 (i.e. doing the wrong thing better) will reinvigorate the business.