In uncertainty, be a vulnerable leader
Decision-making in uncertainty is a difficult art. One of the reasons is that the tools and concepts we use are, for the most part, design for risk, i.e. for clearly defined and repeated situations. Such tools assume that uncertainty is something to protect against. This mental model of protection, which seems so logical, is in fact counterproductive. What if, on the contrary, we should not protect ourselves (too much) from uncertainty?
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