Reflection in Action Versus Reflection on Action

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Timothy Stanley: Can you talk a little bit about the difference between reflection in action and reflection on action? He says it's that critical reflection piece that just means up so that you can get into the moment and create a better outcome. Stanley: If you're stuck, be curious. Ask a question. It's a good cause. And then somebody else has to think for you for a second. That's why Tim always asks questions.

People don’t hate change, they hate the ambiguity that comes with change. Organizational psychologist, Dr Debbie Sutherland PhD, shares the tools we can use, both in business settings and in our personal lives, to overcome our discomfort with ambiguity and to thrive in uncertain environments.

Debbie is an academic executive coach with both a masters degree and doctorate degree from Columbia University. She has recently written a well researched book, The Business of Ambiguity: Demystify the Unknown with Five Key Thinking and Behavior Strategies, which gives business leaders a blueprint for making better decisions in ambiguous situations. After all, ambiguous and uncertain situations aren’t going away, so we might as well figure out how to deal with them!

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Topics

(2:31) Welcome and speed round questions.

(5:35) Why do people hate ambiguity?

(9:40) How frustration led to Debbie’s research on ambiguity?

(11:25) The value of critical reflection.

(16:11) How journaling can help you find patterns in behavior.

(21:09) Mental models of ambiguity.

(23:02) Reflection IN action vs. reflection ON action.

(25:44) The ambiguity of THE dress.

(29:18) The Ambiguity Mindset – intuitive or learned?

(30:26) Where do leaders make mistakes with managing ambiguity?

(38:25) What music would Debbie take to a desert island?