Summary of Simple Habits for Complex Times

Looking for the book?
We have the summary! Get the key insights in just 10 minutes.

Simple Habits for Complex Times book summary
Start getting smarter:
or see our plans

Rating

9

Qualities

  • Applicable
  • Concrete Examples
  • Hot Topic

Recommendation

Consultants Jennifer Garvey Berger and Keith Johnston present a challenging series of recommendations that will make you think until it hurts. They emphasize that survival and success in a VUCA world – one with volatility, uncertainty, complexity and ambiguity – means you have to do what is difficult and often counterintuitive. Read and digest each chapter, reflect on it, discuss it and then move on to the next. In implementing the authors’ ideas, follow their advice: Gather varied perspectives, listen, experiment, learn, adjust and repeat. They show you how to work your way toward an agile, alert and ever-adapting organization.

About the Authors

Jennifer Garvey Berger and Keith Johnston run a global leadership consultancy from New Zealand. They emphasize organizational readiness for success in a VUCA world.

 

Summary

Leaders have grappled with volatility, uncertainty, complexity and ambiguity (VUCA) for millennia, but circumstances differ today.

Today, unlimited information and data confront leaders, much of it flowing in real time and changing by the minute. Leaders must consider more factors than they can predict by relying on the past. Consider what is possible in an unknown future.

Evolution made people pretty good at making decisions according to what worked in the past. But in many circumstances, previously reliable understandings no longer apply. Now you must consider a range of possible scenarios, but knowing when and how to do that kind of thinking doesn’t come naturally to many people. Mastering this necessary new skill means forming new habits of mind.

Get used to asking new and genuine questions.

Avoid asking questions whose answers you think you know or questions whose answers you’ll ignore. Ask considered questions you truly want answered to open a broader range of possibilities and paths. People want to find a problem’s cause and make changes to fix it. This might work for a simple problem...


More on this topic

Customers who read this summary also read

Design Thinking at Work
8
Scaling Leadership
8
Customer-Driven Transformation
8
Strategic Doing
9
Leading Lean
9
The Curious Advantage
9

Related Channels

Comment on this summary

  • Avatar
  • Avatar
    B. C. 4 months ago
    Excellent material!
  • Avatar
    P. P. 4 months ago
    Great material!
  • Avatar
    N. R. 4 months ago
    Some very valuable points!
  • Avatar
    S. A. 5 months ago
    Well articulated
  • Avatar
    G. A. 5 months ago
    Very good. Concise takeaways and relevant examples for all management levels.