Thanks Steve. I’ll take a look into your recommendation.
My recent observation is first order effects thinking is default to 90% of people and increasing. It’s very rare even with c suite they are really thinking second to third order and to mid to long term and I see this impacting business and personal relationships as busy is everyone…
Thanks Steve. I’ll take a look into your recommendation.
My recent observation is first order effects thinking is default to 90% of people and increasing. It’s very rare even with c suite they are really thinking second to third order and to mid to long term and I see this impacting business and personal relationships as busy is everyone’s badge of honour rather than going deeper into topics and themes to really understand the ripple effects
I couldn't say what the percentage of people who rely on what Kahneman calls "fast thinking" is or whether it's increasing.
My perspective on the C-suite is that this kind of second-order thinking as you term it is something that the inhabitants definitely "ought" to be doing. The questions I have long pondered are, why don't they do that kind of thinking and how did they manage to get selected for the role?
As someone who has been close to, but not in the C-suite in a number of different roles, my intuition is that the skills that are required to attain the C-suite are not the same as the skills that are required to be effective in the C-suite. I think that people also underestimate the role that luck plays in early career success - this applies to both the people who have these "successful" career trajectories and those who hire them.
From experience and coaching c suites - Most c-suite is about protecting your team, your budget and thinking about 4-6 months ahead. It’s often survival versus how do we thrive and collaborate. Very human instincts but many are being reshaped to think shorter term and protect themselves at all costs. Environmental for sure, but blinkered and detrimental for wider successes
Thanks Steve. I’ll take a look into your recommendation.
My recent observation is first order effects thinking is default to 90% of people and increasing. It’s very rare even with c suite they are really thinking second to third order and to mid to long term and I see this impacting business and personal relationships as busy is everyone’s badge of honour rather than going deeper into topics and themes to really understand the ripple effects
I couldn't say what the percentage of people who rely on what Kahneman calls "fast thinking" is or whether it's increasing.
My perspective on the C-suite is that this kind of second-order thinking as you term it is something that the inhabitants definitely "ought" to be doing. The questions I have long pondered are, why don't they do that kind of thinking and how did they manage to get selected for the role?
As someone who has been close to, but not in the C-suite in a number of different roles, my intuition is that the skills that are required to attain the C-suite are not the same as the skills that are required to be effective in the C-suite. I think that people also underestimate the role that luck plays in early career success - this applies to both the people who have these "successful" career trajectories and those who hire them.
From experience and coaching c suites - Most c-suite is about protecting your team, your budget and thinking about 4-6 months ahead. It’s often survival versus how do we thrive and collaborate. Very human instincts but many are being reshaped to think shorter term and protect themselves at all costs. Environmental for sure, but blinkered and detrimental for wider successes