With no offense meant to the genre of Ducks, you may not want to be a soft target like them. Most of us underestimate change and when it engulfs our careers, we repent and blame the environment or our managers. Run for your life and be prepared to be nuked, if the following symptoms are common in your in your working style.

Failure to consider potential consequences

In the chase of making complex choices, we often tend to simplify the decision making by ignoring possible outcomes or consequences that would otherwise complicate the choice. There is a general tendency to reduce the set of outcomes to make the decision more manageable. Not acknowledging all the consequences does not reduce their chances of occurrence. It is better to know what all can hit you rather than being unprepared.

Limiting the number of “eyes”

It is generally seen that corporate denizens have a tendency of restricting analysis of a policy’s consequences to one or two groups of visible stakeholders, these decisions may not be considering the complete spectrum of consequences or risks.

Judgment risk

Corporate denizens want to hear “What will happen” and not “What might happen”. When you view the world as more certain than it is, you expose yourself and your organization to poor outcomes. In general, people underestimate the importance of chance or misperceive chance events. Failure to acknowledge that the future is unpredictable and that the change is the only constant makes us less prepared for any action, which is not as per our plan. The key is to be ready to face whatever comes your way with courage and conviction to emerge victorious.

Framing the risk to suit your need

A risk is a risk, whether you acknowledge or over acknowledge it. It remains where it is. Whether the glass is half empty or half full is a matter of framing. Do you have the tendency to describe the glass as half full when it is your idea and the glass as half empty when it is your adversary’s idea? The key is to look at the risk without any baggage and speak about it openly with any bias.

Perception of causes

You may be oversimplifying assessment of why things happen or do not happen. Even in the best of circumstances, causation is complex and the ambiguity about causation is often at the heart of disputes about responsibility, blame and punitive actions. If you are overconfident, you will fail to seek additional information to update your knowledge and be reluctant to learn about a situation or problem before taking action.

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Leading change is the most important and career decisive activity that you will be working on. Leading change successfully requires an open mindset and tenacity to emerge out of the rut, irrespective of what comes your way. Successfully tackling the future depends on your ability to live with and tolerate ambiguity.

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