| Systems Thinking perceives the relationships and structure of complex systems |
38 |
| Challenges are now open, complex, dynamic, and networked |
27 |
| Scouts frequently update their maps |
27 |
| Cynefin framework helps interpret systems |
24 |
| Strategic forecasting guides decision-making and catalyzes innovation |
19 |
| Faint signals are whispers from the future |
18 |
| Dichotomous thinking simplistically resolves ambiguity |
17 |
| Creating frames improves cognition |
15 |
| First Principles thinking allows you to see the obvious hiding in plain sight |
15 |
| Backcasting works backward from a desired outcome |
14 |
| Black Swan events are rare, impactful, and retrospectively predictable |
14 |
| Simple rules tame complexity |
12 |
| Smart autonomy is freedom to act according to strategic intent |
12 |
| Strategy is the answer to five questions |
12 |
| The kernel of a good strategy includes three things |
12 |
| 1% is Halfway |
11 |
| Premortem works backward from an undesirable outcome in order to prevent it |
11 |
| Strategy identifies management systems needed for winning |
11 |
| Strategy narrows the competitive field |
11 |
| Strategy identifies capabilities needed for winning in a chosen field |
10 |
| Strategy defines the choices for winning in a chosen field |
10 |
| Strategy is focused on a winning aspiration |
10 |
| Adjacent Possible is the edge of the future |
9 |
| Inversion illuminates solutions by identifying what would make things worse |
9 |
| Listen to the Suck with Curiosity |
9 |
| Positive Test Strategy reinforces Confirmation Bias |
9 |
| Scenario Planning envisions the future |
9 |
| Shifting paradigms requires macroscopic, integrative thinking |
9 |
| Systems Theory studies the relationships and structure of systems |
9 |
| Systems mindset examines the quality of decisions, not just outcomes |
9 |
| All-Channel Networks can function without hierarchies |
8 |
| Antifragile Systems become stronger with shocks |
8 |
| Near misses lead to taking unwise risks |
8 |
| Rough Consensus enables forward progress |
8 |
| Reverse-engineering focuses strategic options |
8 |
| Superforecasters think differently |
8 |
| A missed signal is an opportunity wasted |
7 |
| Analogical thinking uses a known example to explain something new |
7 |
| Flexibility, simplicity and adaptability are simple rules of movements |
7 |
| Strategic Cascade aligns activities with purpose |
7 |
| Early majority will not shift until someone they trust does first |
6 |
| Groups whose identity is defined by changing a paradigm become committed to preserving the original paradigm |
6 |
| Use of funding for training does not disrupt movements |
6 |
| Compartmentalization blinds you to new possibilities |
5 |
| Data must be interpreted in context and without noise |
5 |
| Frightening and dangerous are two different things |
5 |
| Integrative, macroscopic thinking sees the forest and the trees |
5 |
| Metric fixation invites gaming |
5 |
| Paternalism is doing for others what they can do for themselves |
5 |
| The map is not the territory |
5 |
| An idea can fail in any number of ways |
4 |
| Course-correcting early and often |
4 |
| Grand strategies link means to ends |
4 |
| Making good decisions in ambiguous scenarios requires elastic thinking |
4 |
| Small sample sizes means variations will fluctuate wildly |
4 |
| Specifying conditions reverse engineers a possibility |
4 |
| Strategic capability is required for thinking your way out of difficult positions |
4 |
| Strategy formulation is an iterative process |
4 |
| Strategy is formulated and communicated at every level |
4 |
| Open licenses provide 5 freedoms |
3 |
| Organizations focused on competitors become entrenched |
3 |
| Turkey problem illustrates erroneously predicting the future based on a false narrative of the past |
3 |
| Blue Ocean strategy creates demand |
2 |
| Opportunity Cost is the sum of all the benefits provided by the options not chosen |
2 |