Reader Back in December 2023 I published MindPrep 233 and made the “shocking” statement that people and organizations are trying to bend your mind to their way of thinking. You can find that issue HERE if you want to refresh your memory. Thirteen months later the political and social media pressures have only made this worse, so here are some questions to ask yourself to keep controversial topics straight in YOUR mind. These are not the only questions, but they may be a good starting point. Some questions to determine the truth of a controversial statement1. What exactly is being claimed and is the statement clear and specific, or is it vague or ambiguous? 2. What evidence supports this statement and what are the qualifications, expertise, or potential biases of the source? 3. What assumptions underpin this statement and are these assumptions valid, or do they need further scrutiny? 4. Does the statement rely on evidence, anecdotal events, or personal opinion? 5. What biases might influence the person making this claim? 6. Does the statement rely on correlation instead of causation and is it possible that other factors are at play? 7. Who benefits if this statement is true and what would it mean if the statement were false? 8. Can the statement be tested? 9. How do subject-matter experts view this claim? 10. Am I ignoring evidence that challenges my own viewpoint? An exampleStatement: "Artificial intelligence will eliminate more jobs than it creates."
2025 writing goalsThe weekly issue of MindPrep will continue as an email subscription and will focus on tools and skills for “the reader.” I’ll try to keep it concise. The bi-weekly issue of The Prepared Mind, published on LinkedIn, will be longer pieces that address our intention to help leaders learn from the past, deal with the present, and intercept the future. (This week’s article visits the 1991 book Crossing the Chasm and applies it to AI.) It’s on LinkedIn. I’m in the process of investigating tools and techniques for building strategic foresight, and plan to write a short follow-on to The Prepared Mind of a Leader which was published almost twenty years ago. Interested in self-study?We have some self-study courses waiting for you. Check them out or send me questions about anything that needs further explanation. Here they are: Strategic Mindset Minicourse (Free – click HERE) How to Think Critically and Strategically (online video course - click HERE) Don’t be Taken by Surprise (online video course - click HERE) Eight Skills of a Prepared Mind (online video course - click HERE) Turning Strategy into Action Minicourse (online video course – click HERE) Resolving Complex Business Problems (online video course on Udemy – click HERE) Cheers, Bill |
Four careers over 50+ years. USMC, engineering, consulting, education. Past twenty years have focused on helping leaders become and remain relevant during times of change.
Reader, Can you predict the future? NO ….. Can you anticipate the future? YES Can you eliminate surprises? NO ….. Can you reduce the impact? YES The past few issues of MindPrep Reflections have ended with suggestions about a “forthcoming” workshop focused on intercepting the future. Here are my thoughts. This workshop will explore tools and techniques you can use to better prepare your company and yourself for the inevitable surprises of “the future.” It is not intended to develop...
Reader The last issue of MindPrep Reflections explored the concept of wicked world dragons and gave some examples of these dragons over the past 200 years. I ended that issue with a promise to look at the need to learn from the past, deal with the present, and intercept the future when considering the dragons in your world. Why? Learning from the past builds hindsight (wisdom from the past). Dealing with the present builds insight (clarity about the present). Intercepting the future requires...
Reader, I mentioned the dragon metaphor in the last issue of MindPrep. Why? Because they thrive in the wicked world in which we live and operate our businesses. This world is not just filled with puzzles, but also with complex challenges (good and bad) that morph as we try to resolve them. These challenges defy simple solutions. They blur the line between cause and effect and resist conventional planning. It’s a world where supply chains crumble, customer habits shift, and technology moves...