By Linda Fisher Thornton
This post is Part 2 in a series. In case you missed the first one, here is 450th Post: Leaders, Why You Need Disequilibrium (Part 1). In the first post, I explored why leaders need to embrace disequilibrium. In Part 2, I explore how disequilibrium helps leaders deal with catastrophic change.
Disequilibrium Drives Adaptation
Accepting disequilibrium instead of trying to fight it, we can turn our attention to figuring things out as the landscape changes around us.
“Pulling us out of our insulated silos. Requiring leaders to seek out the signals reverberating out of these shifts, continually deciphering and determining what these signals are saying and asking ‘What you are going to do about it?'”
dculberh.wordpress.com, Transforming Tension and Disequilibrium Into Breakthrough Experiences
Deciphering the signals of a changing system, environment, organization and world keeps us on our toes. It helps us keep up with catastrophic change and still make good leadership choices. It helps us adapt instead of retrench when we face rapid change.
It Helps Us Navigate Perpetual Uncertainty
Change is not something we can prevent, or even”manage” in the traditional sense. Embracing disequilibrium helps us move forward, adapting our approaches and strategies to better “navigate the uphill terrain of perpetual uncertainty.”
Use these 5 questions to check how well you are responding to disequilibrium:
- How deeply am I embracing disequilibrium?
- Where could I be fighting it, causing more difficulty than is necessary for myself and others?
- If I admitted that my earlier definition of “normal” was no longer possible, how would I think and lead differently?
- How will I carry out the improvements described in my answer to #3?
- How will those changes improve my leadership and the performance of my teams?
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Special 5 Post Series Celebrating the Second Printing of 7 Lenses:
Why Ethical Thinking Matters (Part 1)
Why Ethical Thinking Matters (Part 2)
Why Ethical Thinking Matters (Part 3)
Why Ethical Thinking Matters (Part 4)
Why Ethical Thinking Matters (Part 5)
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