Facts were once thought to define reality. Only one reality was real, with only one set of real facts. But no more. New realities pop up regularly, each with its own set of facts. Facts are now fungible and personal. Your choice. But this presents a serious problem for those of us who must manage real businesses and organizations: Which reality should we use and what is real about it?
The business world appears to be heading into an extended time of instability and unpredictability. Black swan days. How can you manage a business through this underlying reality? Here are a few ideas about how you might take advantage of the real reality — not perceptions, wishes, hopes, or idealizations — with resilience and agility.
We seem to be in a time where reality is very hard, if not impossible, to see and understand. Situations change rapidly and unpredictably so that the underlying reality – causes, players, results, whatever – is highly fluid. So much so that it may well have become irrelevant for managing a business. Reality is irrelevant?
Expertosis – overdependence on the input of “experts” and poll sources to support major decisions. Today’s complex world makes expert input almost unavoidable but we need some way to establish the credibility of such sources. Much “expertise” is simply opinion, agenda, or inapplicable to your context. How might you establish the source credibility – trust – that you need?
