 |
During a strategic inflection point, management continually has to refine its conception of the strategic map of the industry… But mental maps are awfully forgiving of ambiguity. You must force yourself to commit your thoughts to paper.
|
135 |
 |
…to lead your organization out of the resulting ambiguity [of a strategic inflection point] and to energize your staff toward a new direction, you must rein in chaos.
|
153 |
 |
The first steps along the path are morally ambiguous, and the right decision is not always clear. We make an early, apparently inconsequential decision, and then we justify it to reduce the ambiguity of the choice.
|
048 |
 |
…the greatest danger comes not in ignoring clear and unassailable facts, but in misinterpreting ambiguous data in situations when you face severe or catastrophic consequences if the ambiguity resolves itself in a way that’s not in your favor.
|
070 |
 |
When something unexpected or ambiguous happens, people will try to understand it and will draw conclusions about the work, their colleagues, and organization based on that event.
|
023 |
 |
Ambiguity kills great ideas, and great leaders kill ambiguity.
|
184 |
 |
Launching anything new means a commitment to swimming (at least for a while) in a sea of ambiguity.
|
073 |
 |
All behaviors are ambiguous. People will interpret them as they see fit.
|
156 |
 |
We’re most likely to interpret ambiguity as negative when we’re texting or emailing with people we don’t knew well or with more senior colleagues.
|
167 |
