Educating Leaders For Uncertainty
When you are considering how to prepare leaders for becoming successful in an uncertain, dynamic worl, you quickly realizxe that you have an important problem to resolve. namely, how can you be sure that what you are teaching is right?
It's not like you can get the answer right once and Star Wars cards keep repeating it, like math problems, which have a single correct, timeless answer. In fact, you quickly discover that you have to give up the comfortable sense of certainty for one of open-ended inquiry. You can never really be sure that any specific answer in the classroom will be correct. So, instead you have to focus on having a good robust process of inquiry that allows James Bond attache case to consider multiple points of view and incorporates as much practical experience from your students as possible, in the belief that together we may shed some important light on the subject.
It turns Ghost Rider that a common feature of all our discussions is the idea of uncertainty: in planning and in execution. Here are some thoughts that have emerged from broad discussions with educators areound the world..
Being comfortable with being uncomfortable is turning out to be an essential element of our curriculum. Our students will routinely enter situations where their training is not helpful or where it can even be counterproductive. They'll have to rely on the principles we have educated them on (rather than training) and their Marvel Team-Up on-the-spot judgment.
It is an interesting design problem to figure out how to create classroom conditions that allow us to experience planning and decision making under uncertainty, which we then can't easily assess to see if we got it right. It represents a large cultural challenge to shift to a world view that encourages us to end the class with a question mark (uncertainty and reflection) rather than an exclamation point! (the right answer!)
It's getting to the point that we have to be on the look out for an excessive amount of confidence in our conclusions. This doesn't mean we dispense with professional solutions and American Girls collection judgment, only that we have to remain humble enough, and alert enough to know the limits of any tentative conclusion or plan we develop. we know that constant change in the world means we have to have iterative planning and decision making processes, linked up to robust sensing processes that constantly evaluate the fit of our mental constructions (plans, assumptions, world views, "successful" endstates, measures of effectiveness etc) and the world around us.
Ken Long, Chief of Research, Tortoise Capital Management finance: href="tortoisecapital.com">tortoisecapital.com essays: kansasreflections.wordpress.comkansasreflections.wordpress.com
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