In Part 1, System D was explained as a way to deal with unforeseeable events and situations – black swans – that focuses on agility, adaptability, and creativity. In our chaotic times, we need these abilities more than ever. But just how might we actually develop them in practice when they are so different for everyone? An example via a case study was offered for this purpose. Here, it concludes.
You probably know all about System D. No? Well, neither did I until today. Maybe you know what’s coming, unlike myself. No? Well, nobody truly does. And this is just what System D is designed to handle. Dealing effectively with the unforeseeable and unknowable, like black swan events and situations. Vital to know about and use.
Groupthink as a concept has not been around all that long (1952) but as a human practice or tendency, think about it being around at least forever. We seem to be wired that way. Is this good or bad? Or maybe both? The answer appears to be both but it is highly context-dependent.
So much seems to be written today about how bad things are and how they are going to get much worse. Surely we’re all (businesses) gonna die. Here is a contrary view. There are actually huge opportunities out there in doom-and-gloom-ville. Seeing these and taking advantage of them, however, requires a very special kind of business and leadership.
Everyone in business today knows how important it is to have an innovation culture. Well, almost everyone. And almost everyone in business today has made great efforts to build and nurture an innovation culture. So why is it that so few businesses are effective innovators? Most appear to be followers. Or am I missing something?
