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Format: 1 online resource (195 pages)

Edition: 1st.

ISBN: 1-119-83567-4

Content: The world is changing faster and faster, with increasing uncertainty and threat of disruption in every business and nonprofit segment. Conventional approaches to strategy development and problem solving no longer work--there is no stable industry or market equilibrium structure that we will return to "when change abates." Most company planning processes are fantasy; market conditions are changing too quickly for arm-chair strategizing to be useful. As a consequence, many management teams are stuck in a wait-and-see posture in response to extreme uncertainty in the post-Covid environment, while others are making panicky bets, including 'leap before you look' acquisitions. In this sequel to their Amazon-bestseller, Bulletproof Problem Solving, Conn and McLean introduce a novel approach to strategic problem solving. Based on a decade of research and 30 new case studies, The Imperfectionists posits a dynamic approach to developing organizational direction under uncertainty based on harnessing six reinforcing strategic mindsets, which they call curiosity, dragonfly eye, occurrent behaviour, collective wisdom, imperfectionism, and show and tell. Imperfectionists are curious, they look at problems from several perspectives, and gather new data and approaches, including from outside their current industry. They deliberately step into risk, proceeding through trial and error, utilizing nimble low consequence and reversible moves to deepen their understanding of the unfolding game being played, and to build capabilities. They accept ambiguity and some apparent failures in exchange for improved learning and market position. Imperfectionists succeed with dynamic, real time strategic problem solving, confidently moving forward while others wait for certainty, or make impetuous and foolish bets. These strategic mindsets for solving tough problems in uncertain times help you fight decision biases and give you the data to develop informed strategies to win. In the fast changing world we all find ourselves in, being an imperfectionist is a critical advantage for you and your organization.

Note: Includes index. , Cover -- Title Page -- Copyright Page -- Contents -- Introduction: Becoming an Imperfectionist -- The Context: Massive Change and Uncertainty -- Problem Solving Toolsets and Mindsets -- Six Mindsets for Problem Solving under Uncertainty -- Ever Curious -- Dragonfly Eye -- Occurrent Behavior -- Collective Intelligence -- Imperfectionism -- Show and Tell -- Is Your Organization an Imperfectionist? -- Mindsets Together -- Chapter 1 Ever Curious -- "Can I see the photograph, Daddy?" -- Understanding Curiosity -- Children, Curiosity, and Uncertainty -- Environments Conducive to Curiosity -- Unleashing Curiosity -- Flourishing in the Flow of Ideas -- Einstein the Patent Clerk -- Time and Space for J.S. Bach -- Deep Work to Make a Great Coffee -- Audacious Questions -- ResMed's Big Questions -- Killer Questions at Space X -- Novelty, Gestation, and Safety -- Novelty and Surprise -- Quiescent Curiosity -- Safety and Creativity -- Building Curiosity in Your Organization -- Chapter 2 Dragonfly Eye -- A New Lens on Recidivism -- Seeing Like a Dragonfly -- Anchoring Outside -- Framing the Dragonfly Eye -- The Power of Changing Lenses -- Beer Kegs as Technology -- A Fresh Look at Braces -- Choosing the Wrong Lens: WeWork -- Widening the Aperture -- Amazon's Head Start in Cloud Computing -- Solving a Health Crisis -- A Multi-Lens Approach -- The Neurodiversity Lens and a Digital Twin for Kelp Forests -- Obesity and Wicked Problems -- Bringing a Dragonfly Eye into Your Organization -- Chapter 3 Occurrent Behavior -- Let's Weigh the Money -- Occurrent Behavior and Problem Solving -- Thinking Like a Bayesian -- Framing Occurrent Behavior -- Experiment to Create New Data -- Autonomous Vehicle Experiments -- Space X: Relentless Experimenting -- A/B Testing at Airtasker -- Education Perfect: What the Educators Learned -- New Tools and Approaches. , Jean Liu Tries Things Differently at Didi -- The Hidden 80:20 Rule: Predicting Underground Water Pipe Failure -- Find a Natural Experiment -- Sweden versus Norway Responding to COVID -- Insights into Employment and the Minimum Wage -- What Makes for a Great Bordeaux Wine? -- Can You Experiment Too Much? -- Bringing Occurrent Behavior into Your Own Organization -- Chapter 4 Collective Intelligence -- A Clockmaker, a Prize, and a King -- Have Experts Lost Their Luster? -- Joy's Law -- Framing Collective Intelligence -- Crowdsourced Expertise -- Competitive Prizes -- FishFace and Sustainable Tuna Catch -- Collaborative Crowdsourcing-Standing on the Shoulders of Others -- Collective Wisdom -- Ancestral Wisdom: "Right Way Fire" -- AI-Enabled Collective Intelligence -- TikTok versus Quibi -- AI Swarms -- How to Implement Collective Intelligence in Your Organization -- Chapter 5 Imperfectionism -- Big Bet on Shiny Metal -- A Mindset for Leaning into Risk -- Embracing Imperfection -- Framing Imperfectionism Strategies -- Stepping into Risk -- Bezos's Bets -- Knowing "When to Hold Them": Defending CSIRO's Wi-Fi Patent -- Passing Off Risk to Others -- Game-Set-Match: The All England Lawn Tennis Club and Insurance -- Hedging Strategies: Invest in Rivals -- Kymriah: Letting Others Take Early Risks -- Bringing Imperfectionism into Your Organization -- Chapter 6 Show and Tell -- Barry Marshall's Big Gambit -- Storytelling Is a Core Problem Solving Mindset -- Framing Show and Tell -- Pictures Tell Stories -- Florence Nightingale, Statistician -- Napoleon's Disastrous Invasion of Russia in 1812 -- Spark Curiosity with Props -- What Are the Buckets For? -- It Was the O-RingThat Failed -- When All Else Fails, Use Demonstrations -- Robbing the Bank -- Speak to Values -- Frames Beat Facts -- Bringing Show and Tell to Your Organization. , Chapter 7 Epilogue: All Strategies Are Wagers -- Pascal's Wager -- Understand the Structure of the Problem -- Other Players -- Number of Plays -- Reversibility and Irreversibility -- Binary or Continuous -- Timeframes and Set-Plays -- Weigh the Stakes -- Estimate the Odds -- Appendix: Bulletproof Problem Solving: A Disciplined Toolset for Great Problem Solving -- Notes -- Acknowledgments -- About the Authors -- Index -- EULA.

Additional Edition: ISBN 1-119-83566-6

Language: English