By Richard B. Jones
Discover ways to practice the elemental elements of risk—regardless of the situation
We'd all prefer to do away with probability from our decision-making, yet regrettably this objective is unachievable. No unmarried across-the-board answer holds the ability to take on the entire surprises lifestyles throws at us. up to we attempt to prevent them, detrimental results will necessarily happen. . . occasionally. but there are stuff you can do to assist stack the deck on your prefer. You don't need to be a statistician or mathematician to develop into a professional in coping with the future's uncertainty. 20% probability of Rain allows the reader to shape a strong figuring out of danger that may be utilized to decision-making by:
From participants to companies to executive companies, hazard is the typical denominator. winning recommendations for dealing with the future's uncertainty or hazard could seem uncomplicated and simple at the floor, but they are often tremendous advanced and refined. realizing the easiest how you can hire those multi-faceted strategies is important within the face of the ups and downs that loom at the back of each selection we make. existence is actually a sequence of decisions and 20% probability of Rain may also help deal with the future's uncertainty in today's dynamic, advanced, and shrinking world.
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Extra resources for 20% Chance of Rain: Exploring the Concept of Risk
25 C03 01/25/2017 26 1:17:32 Page 26 M = THE MIDDLE When people focus only on the long-term end goal, then the ﬁrst step in their long-term journey is a delay. It’s important to create a framing of the initiative in a way that avoids this early sense of complacency. In the last chapter we talked about the importance of deﬁning concrete outcomes. The next tool to keep everyone on track through the Middle is timing. Once you have deﬁned concrete outcomes that will enable your long-term goal, you need to get your team to deﬁne smaller, mid-term checkpoints and deliverables that are necessary at speciﬁc mid-points all the way through the Middle, to achieve your desired outcomes.
Outcome proposal) • But when can we ﬁx the main platform? We don’t have the resources to do it. (Age-old situation) • Let’s look at doing a platform release one year from now. After we ﬁx this initial round of quality issues and release this current round of features, we then prioritize the platform changes and get it done. (Outcome proposal) • But if we do that, we’ll fall behind our competitors in func tionality again. (Shut up. Situation) • We need to agree that if the platform change is a priority, we must get it accomplished no matter what our level of resources— even if we need to move resources from the work to add new functionality.
Her measures focus only on outcomes and control points—and they speciﬁcally don’t focus on details and process steps. ” She compares this simple outcome-oriented audit to the typical government audits that measure hundreds of things. There are three common problems with measuring activities, process steps, and details that the “limping cows” approach solves. You can see why this is so brilliant and such a marvelous example of picking the right type of measure that creates a control point. If the cows are limping (one outcome), the plant fails the whole audit: 1.
20% Chance of Rain: Exploring the Concept of Risk by Richard B. Jones