We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term deci — Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term deci — Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term deci — Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term deci — Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term deci — Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.

— Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

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change management leadership neuroscience risk science and change systems thinking uncertainty