Dealing with Uncertainty
Keely Adler and
Dealing with Uncertainty
Radical Curiosity is fueled by awe—rather than fear—of the unknown.
Seth Goldenberg • Radical Curiosity: Questioning Commonly Held Beliefs to Imagine Flourishing Futures
The worst happened, and then it passed. You lost the person you thought you couldn’t live without and then you kept living. You lost your job then found another one. You began to realize that “safety” isn’t in certainty—but in faith that you can simply keep going.
brianna wiest • 101 Essays That Will Change The Way You Think
For brands who find themselves in a culture of Exploration, the goal should be to usher their users into a culture of Transformation by creating certainty in the market.
In a high optimism, high risk environment like this, people need to be instilled with confidence to move forward.
Jasmine Bina • The 4 Phases of Culture Brands
Cultures vary in the degree to which they value openness and tolerate uncertainty. Some cultures lead people to experience anxiety in situations that are ambiguous or unpredictable, and these cultures are structured in ways that make the world seem more stable and predictable through strict rules and laws, shared beliefs, and circumscribed ways of
... See moreGreater Good • What Does Intellectual Humility Look Like?
Live the Questions: Rilke on Embracing Uncertainty and Doubt as a Stabilizing Force
Maria Popovathemarginalian.org
It’s no wonder that Montessori is flourishing, along with other highly ideological school formats like Waldorf, Reggio Emilia, forest schooling, worldschooling, and many, many others.
These schools focus the chaos of parenting into something manageable, tightening the vice of parenting and family with heavy norms. They know their job is not to
... See moreJasmine Bina • A Time to Build Tight Brands in the Chaos of Loose Cultures
Regrets are resolutions, and 27 other lessons I've learnt at 27 — sindhu.live
sindhu.live
"Many, if not most, inherently human triumphs are invisible, unsexy, and deeply personal. Inner work is impossible to describe to others and almost always goes unrewarded because it is not monumental in the conventional sense."
The problem (or at least one of the problems) is that the twin edicts to simultaneously optimize your team and life and to be flexible in light of an uncertain future are in opposition to each other. Optimization presumes a kind of certainty about the circumstances one is optimizing for, but that certainty is, more often than not, illusory.