Foreword

David J. Wilkinson

Chapter 11 in The Ambiguity Advantage, 2006, pp 164-165 from Palgrave Macmillan

Abstract: Abstract We have covered many concepts during our journey of exploration of ambiguity and how great leaders take advantage from it. It should be obvious by now that at the moments of the most intense fear, the moments when there appear to be huge threats all around, when ambiguity is at its highest, when we know little and understand less, these are the moments of most potential for moving into a new world and taking the advantage. By their very nature, these are the times when the rules have yet to be written, when there is as yet no operational paradigm and therefore, by definition, these are the very situations that offer the most degrees of freedom to act, they invite explorers and creative thinkers — people not bounded and limited by previous historical modus operandi — to develop their “song’s new numbers, and things that we dreamt not before.”

Date: 2006
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DOI: 10.1057/9780230597891_11

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